Business plan, 2013/14

Business Plan
Fiscal Year 2014
TABLE OF CONTENTS
OSTRAD BOARD OF DIRECTORS ................................................................................................................................ 1
PURPOSE ............................................................................................................................................................................ 2
MISSION .............................................................................................................................................................................. 2
VISION ................................................................................................................................................................................ 2
FY 2014 GOALS AND OBJECTIVES .............................................................................................................................. 2
STRATEGY .......................................................................................................................................................................... 4
PROGRAMS ....................................................................................................................................................................... 5
GOVERNANCE AND OPERATIONS
OCAST Structure .............................................................................................................................................. 12
Management Philosophy and Structure ....................................................................................................... 12
Professional Service Contracts ....................................................................................................................... 15
Standing Advisory Committees ...................................................................................................................... 16
Finance ............................................................................................................................................................... 17
Appropriation History ..................................................................................................................................... 18
PLANNING
Comprehensive Planning ................................................................................................................................ 18
Financial Planning ............................................................................................................................................ 19
Program and Service Planning ...................................................................................................................... 19
FIVE-YEAR APPROPRIATION HISTORY BY PROGRAM ...................................................................................... 20
APPROPRIATION AND PROPOSED DISTRIBUTION ............................................................................................. 21
This publication was issued by the Oklahoma Science and Technology Research and Development Board as authorized by Title 74 of the
Oklahoma Statutes, Section 5060.8. Approved by the OSTRaD Board of Directors on June 25, 2013.
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BOARD OF DIRECTORS
OCAST is a state agency governed by the Oklahoma Science and Technology Research and Development
(OSTRaD) Board of Directors (Title 74, Section 5060.6). This 21-member board of directors consists of the
secretary/executive director of the Oklahoma Department of Commerce, the chancellor of the Oklahoma
State Regents for Higher Education, the secretary of agriculture, the president of the University of
Oklahoma, the president of Oklahoma State University, the president of a private university, the president
of a regional university, twelve members appointed by the governor and two nonvoting legislators
representing the house and the senate. Members appointed by the governor serve with the consent of the
senate and generally serve four-year terms.
Mark Ashton, J.D.
Retired Attorney
Lawton
Don Betz, Ph.D.
President
University of Central Oklahoma
Edmond
David Boren, J.D.
President
University of Oklahoma
V. Burns Hargis, J.D.
President
Oklahoma State University
Elise Hall
Oklahoma House of Representatives
Oklahoma City
Rhonda Hooper
President and CEO
Jordan Associates
Oklahoma City
Glen D. Johnson, J.D.
Chancellor
State Regents for Higher Education
Clark Jolley, J.D.
Oklahoma State Senate
Edmond
Jonna Kirschner
Executive Director
Oklahoma Department of Commerce
W. Hershel Lamirand III (vice chair)
Former President and CEO
Oklahoma Health Center Foundation
Oklahoma City
Timothy Mather, Ph.D.
Director of Research Administration
Oklahoma Medical Research Foundation
Oklahoma City
Chelle Melton, D.Ph.
Clinic Pharmacy
Guymon
Dayal T. Meshri, Ph.D.
President and CEO
Advance Research Chemicals Inc.
Catoosa
David Myers
Executive Director
Ponca City Development Authority
Jim Reese
Oklahoma Secretary of Agriculture
Karl Reid, Sc.D.
Retired Dean, College of Engineering,
Architecture and Technology
Oklahoma State University
Steven Rhines, J.D.
Vice President, General Counsel and Director of
Public Affairs
Samuel Roberts Noble Foundation
Ardmore
Terry L. Salmon, Ed.D. (chair)
President and Founder
Computer System Designers LLC
Oklahoma City
Edward L. Shreve, Ph.D.
Retired CEO and Businessman
Stillwater
Steadman Upham, Ph.D.
President
University of Tulsa
Sherri Wise
President
Osteopathic Founders Foundation
Tulsa
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PURPOSE
The Oklahoma Center for the Advancement of Science and Technology (OCAST) was established in 1987
as the state’s agency for technology-based economic development (TBED). OCAST’s mandate is to
“expand and diversify Oklahoma’s economy and provide new and higher quality jobs for Oklahomans”
by encouraging “. . . the development of new products, new processes and whole new industries in
Oklahoma.” (O.S. 74, Sections 5060.1a and 5060.2A)
MISSION
To foster innovation in existing and developing businesses
by supporting basic and applied research
by facilitating technology transfer between research laboratories and businesses
by providing seed capital for innovative firms in the development of new products or services
by helping Oklahoma’s small and medium-sized manufacturing firms become more competitive
through increased productivity and modernization (O.S. 74, Section 5060.3)
VISION
OCAST funds cutting-edge science and technology through processes that are recognized nationally and
internationally for demonstrating excellence, objectivity and economic impact. OCAST’s vision is continued
growth and vitality through facilitating collaboration between state government, universities, start-up
companies and established large-scale firms to develop an entrepreneurial environment that supports
technology-based economic development. OCAST’s strategy includes technologies such as biosciences,
information technology, sensors and electronics, advanced materials, energy and alternative fuel sources.
Achieving this vision will result in continued growth of advanced technology companies in the state thereby
increasing Oklahoma’s global competitiveness, per capita income and quality of life.
FISCAL YEAR 2014 GOALS AND OBJECTIVES
The staff and management of the agency are experienced in managing through times of plenty and the
cyclical times of uncertainty. In highlighting the following goals and objectives, we are keenly aware of the
need to be agile and creative in adapting to change. At the same time, we must be relentless in our
dedication and steadfast in our duty to our stakeholders and the goals of technology-based economic
development.
OCAST continually strives to increase the impact of its programs in assisting industry and the research
community to grow Oklahoma’s economy through science and technology. Ongoing efforts to achieve this
goal include pursuing additional funding through grants, cooperative agreements and other opportunities
to realize its mission and enhance its core programs; working to achieve an OCAST appropriation sufficient
to meet market demand for technology-based economic development programs and support, as defined
by OCAST’s advisory committees, affiliate organizations, clients, stakeholders and board; reviewing
OCAST programs for potential updates, modifications and opportunities to further streamline program
operations to:
a. keep pace with the dynamic nature of research and advanced technology businesses;
b. operate with optimal effectiveness and efficiency; and
c. respond to new opportunities, within the context of budget and statutory constraints.
OCAST strives to maximize its impact by conducting workshops to provide clients with information on
writing more effective applications; building on existing collaborations with university technology transfer
offices, non-profit research foundations and federal laboratories to advance innovation and
commercialization; educating legislators and statewide elected officials to better acquaint them with
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OCAST clients and to inform them of the benefits to the agency’s programs; benchmarking OCAST against
similar programs in other states.
GOAL 1: INCREASE THE IMPACT OF OCAST’S PROGRAMS
OBJECTIVES
1. Initiate Lean Office Practices and review existing strategies to educate, inform and develop
consensus among stakeholders on strategically positioning Oklahoma to compete successfully in a
technology-based economy.
2. Review existing programs and services to ensure alignment with OneOklahoma: A Strategic Plan
for Science and Technology in Oklahoma, 2012.
3. Expand and improve the efficiency of statewide program outreach activities by conducting
technology focus groups and regional TBED collaboration events to help the agency deliver its
message to potential clients.
4. Conduct the annual Oklahoma Health Research Conference.
5. Conduct an annual Technology and Intern Showcase to present OCAST award recipients to an
audience of potential buyers, investors and collaborators and to help illustrate to the public the
impact of OCAST programs.
6. Support OCAST partner organizations in meeting their goals and objectives as approved by the
OSTRaD Board of Directors.
7. Continue collaboration with i2E and other partner organizations to support the OCAST initiative
called the Oklahoma SBIR Collaborative Resource (OSCR) with the purpose of increasing the
number and quality of Oklahoma Small Business Innovation Research (SBIR) and Small Business
Technology Transfer (STTR) proposals and their ultimate commercialization. Tailor OSCR resources
to support the unique needs of manufacturers pursuing SBIR and STTR funding.
8. Evaluate and enhance OKGrants (online application and award management process) now that all
OCAST Programs utilize the online system.
9. Implement the Contract Life-Cycle Process (cradle to grave management of competitive award
contracts) that streamlines and improves the efficiency of all aspects of contract development,
management and monitoring.
GOAL 2: INCREASE PUBLIC AWARENESS OF OCAST’S IMPACT ON OKLAHOMA
OBJECTIVES
1. Increase electronic/social media capability to reach all geographic areas of the state.
2. Continue the Oklahoma Innovations radio show, now in its 18th year with some 850 shows
produced and aired across the state and available on the OCAST website.
3. Fulfill a long-standing legislative directive to educate Oklahomans about the benefits of science
and technology. Additionally, we will continue to provide lawmakers with information about
OCAST programs and projects to assist them in making informed decisions.
4. Continue to seek opportunities to target specific geographic areas of the state where we will
conduct activities to upgrade the level of media attention focusing on the value the agency brings
to that specific area of the state.
5. Continually update the OCAST webpage to enhance public awareness of innovation. The
webpage also serves as a portal for Oklahomans seeking access to OCAST programs. All
webpage redesign/changes will (a) satisfy 508 compliance, (b) create an easily accessible and
aesthetically pleasing website, (c) include electronic applications to simplify access to OCAST
programs and provide electronic application access and (d) expand the scope of OCAST’s
services throughout the state.
6. Renew the contractual relationship with an in-state marketing firm to bolster our brand and to
enhance the agency’s position as the leader in technology-based economic development.
7. Seek methods to expand and improve the quarterly electronic newsletter and increase readership.
Four newsletters are produced and distributed each year.
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8. Sponsor and conduct Oklahoma Science and Technology Month in cooperation with the state’s
middle school and high school level STEM teachers. The year 2013 experienced enhanced
program acceptance and the governor’s office supported and assisted OCAST in marketing the
effort. The governor included the program announcement in her regularly scheduled column for the
second time in three years and 1,417 Oklahoma science students were recognized. The program,
initiated in 1993, is a tool used by science teachers who, for the life of the program, represent
most counties in the state.
9. Provide marketing assistance to established OCAST programs and initiatives.
10. Continue membership in the Oklahoma Rural Action Partnership Program (RAPP) sponsored by the
Oklahoma Department of Commerce. Through the RAPP involvement and other affiliations, OCAST
has a presence throughout Oklahoma in the form of group presentations and special economic
development programs.
11. Ensure optimal benefit of OCAST’s collaboration in outside efforts to include, but not be limited to,
The Journal Record Innovator of the Year Awards and workshops sponsored at both the state and
federal levels.
12. Maintain positive legislative relationships by responding to legislative requests in a timely manner.
GOAL 3: DETERMINE PROCESS IMPROVEMENT OPPORTUNITIES THEN ANALYZE FOR BENEFIT AND
IMPLEMENT AS APPROPRIATE INTO OCAST’S PROGRAMS, POLICIES AND PROCEDURES
OBJECTIVES
1. Review and improve the staff performance evaluation process in keeping with requirements of the
state Human Capital Management Division of the Office of Management and Enterprise Services
(OMES).
2. Promote an environment that fosters a high performance team.
3. Continuously review processes and procedures to identify and implement efficiencies throughout
the organization.
4. Maintain OCAST consolidated database and begin incorporating this data into the OKGrants
system.
5. Enhance services delivered via the OCAST website to improve pre- and post-contract award
processes, reduce paper handling and postage costs and streamline other business transactions for
staff and clients.
6. Benchmark current best practices in research and technology-based economic development
through staff participation in national, state and local meetings and training.
7. Improve leverage outreach efforts through collaboration with affiliates, other government
agencies and private sector organizations.
8. Encourage employee career development, including completion of required supervisory training.
9. Comply with external audits.
10. Continuously review OCAST information technology resources and upgrade as necessary to
provide staff the tools and most efficient means to serve clients.
11. Continue efforts to “dovetail” the Programs Division contracting process and the Administration &
Finance Division process to reduce the time from application submission through the Contract Life-
Cycle Process.
STRATEGY
For Oklahoma to increase its competitive advantage and relevance in the 21st Century, it is imperative to
support the process of discovery and development of new ideas, new technologies and technology transfer
that result in commercialization and significant economic impact for our state and nation. OCAST’s strategy
is to advance research and development that help Oklahoma and its industries compete in the global
economy.
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BUILD ON PUBLIC AND PRIVATE SECTOR STRENGTHS
Provide leadership, information and assistance to enhance the ability of Oklahoma technology
companies and researchers to compete in the global marketplace.
Offer short-term financial incentives and capital access vehicles requiring external public and
private sector co-investment, including concept and seed capital funding, to better position
Oklahoma companies for success.
Advance economic development by conducting and publicizing studies that call attention to
improvements in technology policies and practices.
PROVIDE FUNDING BASED ON MERIT
Evaluate funding applications according to published procedures and criteria to ensure funds are
awarded to applications with the greatest technical and commercial value.
Utilize external peer review by recognized experts to make award determinations to promote
objectivity and avoid conflicts of interest to the greatest extent possible.
Work with standing advisory committees to continue to refine and improve OCAST’s programs and
external peer review process.
Monitor and evaluate program performance on an annual basis to make certain tax dollars are
spent as intended and produce measurable outcomes that maximize return on the state’s
investment.
LEVERAGE RESOURCES FOR GREATER RESULTS
Work with partner organizations and stakeholders to leverage their resources to extend the
benefit of the state’s investment.
Build collaborations with private and public organizations to pursue federal and private
foundation funding to benefit existing programs and fund new initiatives.
Involve standing or ad hoc advisory committees in all planning efforts.
PROMOTE PUBLIC AND PRIVATE PARTNERSHIPS AND NETWORKS
Continue to build on the Memorandum of Understanding between OCAST and the Oak Ridge
National Laboratory to support research institutions and industry in Oklahoma through
collaborative projects and resource sharing.
Explore opportunities to create additional Memoranda of Understanding with other government
organizations to encourage collaboration with Oklahoma’s research institutions and private
industry, with the goal of improving technology transfer and increasing market opportunities.
Work to re-establish the OCAST Centers of Excellence program and improve that program’s
effectiveness through the incorporation of OCAST’s commercialization services and investment
support.
Build on the ever-growing database of collaborative partners to help clients capitalize on
resources and capabilities, both internal and external to the state. Internal state resources are
always the first preference, but in the rare case when needed resources are not available in
Oklahoma, OCAST will be able to call upon its pool of external collaborators or service providers
to answer those needs.
PROGRAMS
OCAST develops, implements, evaluates and modifies programs and services designed to encourage and
enable Oklahoma advanced technology entrepreneurs, researchers and small businesses to accomplish
research and development, technology commercialization and technology application. Clients return to
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OCAST programs as often as necessary for assistance. The programs in the OCAST technology pipeline
include:
OKLAHOMA HEALTH RESEARCH
GOAL AND STRATEGIC OBJECTIVES
The Health program addresses OCAST’s statutory mandate of supporting basic health-related research by
allocating resources according to merit and leveraging private and federal resources while fostering
public and private sector collaboration.
DESCRIPTION
The Health program competitively awards basic research funding for one- to three-year research projects
related to human health. Eligible applicants are Oklahoma universities and colleges, nonprofit research
organizations and commercial enterprises. These awards enable researchers to gain expertise and
produce data needed to obtain larger grants from other sources, including federal agencies and private
funding organizations, and to develop patents which in the long-term can lead to new businesses.
Researchers also benefit from OCAST’s annual health research conference which focuses on ways to assist
commercial development of new products and services resulting from health projects.
PERFORMANCE MEASURES
This program produces nationally competitive health science research. Private and federal funding
attributed to health projects and the ratio of health support to private and federal support indicate the
program’s effectiveness at securing capital for competitive research. The amount of intellectual property
generated, licenses and royalties are an indication of the program’s impact on the state’s health science
industry.
OKLAHOMA PLANT SCIENCE RESEARCH
GOAL AND STRATEGIC OBJECTIVES
The Plant Science program addresses the statutory mandate of supporting basic and applied research in
the field of plant sciences by allocating resources according to merit, promoting collaborations and
leveraging federal and private resources.
DESCRIPTION
The Plant Science program competitively awards funds for basic, proof of concept and applied research
related to plant science for one- to two-year periods based on technical merit, commitment of resources
and, in the case of applied research, the potential for market success. Eligible applicants are Oklahoma
businesses, institutions of higher education and nonprofit research institutions. The applied research awards
require a minimum of one dollar matching support for each dollar awarded.
PERFORMANCE MEASURES
Basic research projects – performance measures such as the amount of private and federal funding
leveraged by plant science projects, the amount of intellectual property initiated and the anticipated value
of patents, licenses and royalties resulting from these basic research projects measure program success.
Proof-of-Concept projects – performance measures are the same as basic projects with the addition of a
final determination of taking the project forward through some form of development. Development may
include any number of forms including a follow-on accelerated research project, incorporation into a new
project, licensing to another person or organization, etc.
Applied research projects – performance measures include private and federal follow-on funding
attributed to plant science projects, intellectual property, license royalties, jobs added, payroll of jobs
added, actual and projected gross sales, sales distribution and actual and projected cost-avoidance
resulting from these applied research projects.
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INTERN PARTNERSHIPS
GOAL AND STRATEGIC OBJECTIVES
The intern program provides support for qualified research and development partnership projects that
involve Oklahoma industry and Oklahoma institutions of higher education. It increases the pool of scientists,
engineers, faculty and business entrepreneurs who can contribute to economic development in Oklahoma.
DESCRIPTION
Projects funded under this program must meet five requirements: (1) an Oklahoma institution of higher
education or a business must be the fiscal agent; (2) OCAST funds must be equally matched from non-state
appropriated funds; (3) the research must be performed in an applied research laboratory located at a
firm, a nonprofit research institute or an institution of higher education; (4) the mentor must be from industry
or be an academic with a documented success record of applied research and (5) an Oklahoma business
must benefit. The award may be for one or two years. The external reviewers, a majority of whom reside
out-of-state, have shown a preference for programs in which at least 75 percent of the funds (OCAST plus
non-state match) go directly to the interns as salary and fringe benefits. The remaining funds are used for
principal investigator salary and fringe benefits as well as for supplies to run the program.
PERFORMANCE MEASURES
The program produces commercially viable R&D. In addition, student and faculty interns gain or maintain
their interest in remaining in Oklahoma, increase desire for additional technological education and provide
measurable economic progress for the state.
OKLAHOMA APPLIED RESEARCH SUPPORT
GOAL AND STRATEGIC OBJECTIVES
The Oklahoma Applied Research Support (OARS) program addresses the statutory mandate of supporting
applied research and technology development with significant commercial potential by allocating
resources according to merit, promoting collaborations and leveraging federal and private resources.
DESCRIPTION
OARS competitively awards funds for one- to three-year projects from any technology area based upon
technical merit, potential for market success and commitment of resources. Funding for both proof-of-concept
and accelerated projects is available through OARS. The program requires a minimum of one
dollar matching support for each state dollar awarded. Eligible applicants are Oklahoma businesses and
universities, colleges or nonprofit research organizations that have industrial partners. The program gives
preference to projects involving collaboration between research institutions and private industry.
PERFORMANCE MEASURES
Proof-of-Concept projects – Measures include the amount of private and federal funding leveraged, the
amount of intellectual property initiated and the anticipated value of patents, licenses and royalties
resulting from these basic research projects to demonstrate program success.
Performance measures also include a final determination of taking the project forward through some form
of development. Development may take any of several tracks including a follow-on accelerated research
project, incorporation into a new project, licensing to another person or organization, etc.
Accelerated projects – Federal and private funding attributed to OARS projects and the ratio of OARS
awards to private and federal support demonstrate the program’s effectiveness at securing capital.
Performance measures such as the value of intellectual property, license royalties, jobs added, payroll of
jobs added, actual and projected gross sales and actual sales distribution and projected cost-avoidance
indicate the program’s effectiveness at technology transfer and the commercial value of Oklahoma R&D
projects.
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SMALL BUSINESS RESEARCH ASSISTANCE
GOAL AND STRATEGIC OBJECTIVES
The Small Business Research Assistance (SBRA) program addresses the statutory mandate of supporting
applied research and facilitating technology transfer involving small private for-profit businesses by
leveraging federal and private resources and promoting action, encouraging strategic partnerships
between firms and research institutions and promoting commercialization of new technologies.
DESCRIPTION
Through the federal Small Business Innovation Research (SBIR) program, federal agencies provide seed
support for product feasibility studies and prototype development that is lacking in the private investment
community. The federal Small Business Technology Transfer (STTR) program accomplishes this purpose and
forges research collaborations between small firms and universities or nonprofit research institutions. Both
the SBIR and STTR programs encourage transfer of technology into federal agency programs and private
sector applications. OCAST’s program supports these goals by providing bridge funding between Phase I
and Phase II federal SBIR and STTR grants. The program provides technical assistance through the
Oklahoma SBIR Collaboration Resource (OSCR) initiative to improve the quality of proposals through
proposal development workshops, proposal reviews, client referrals, collaboration building and
partnership with i2E’s new SBIR support services. The program offers companies guidance in accessing
additional OCAST support and other resources as appropriate to their respective stage of development.
PERFORMANCE MEASURES
This program produces nationally competitive applied research, development and technology
commercialization. Federal and private funding attributed to projects and the ratio of OCAST support to
private and federal support indicate OCAST’s effectiveness at securing capital for applied research and
development. Performance measures such as the increase in federal contracts, jobs added and payroll of
jobs added indicate the successful commercialization of technology by firms participating in the SBRA
program.
INVENTORS ASSISTANCE SERVICE
GOAL AND STRATEGIC OBJECTIVES
OCAST contracts with Oklahoma State University to operate the Inventors Assistance Service (IAS) program
through the university’s New Product Development Center. The service addresses the statutory mandate to
provide Oklahoma inventors with information and training on developing their invention and on issues
related to patenting/licensing, marketing and manufacturing. The service offers workshops, a website,
referrals and on-site business and technical consultations.
DESCRIPTION
The program assists the independent inventor in navigating the process from idea to marketplace. IAS
helps inventors move toward the manufacturing, marketing and distribution of their products by providing
assistance and information or referring inventors to appropriate service providers who will help them deal
with specific steps in the invention process. The program provides inventors with a streamlined process to
help move their innovation forward. Qualified inventors nearly ready for commercialization receive help
with activities such as materials testing, market assessment, engineering resources and prototype
development.
PERFORMANCE MEASURES
Performance measures are specified in statute and include the number of clients, participants in workshops,
value of patents, license royalties, jobs created and number of clients progressing into other OCAST and
federal programs.
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OKLAHOMA TECHNOLOGY COMMERCIALIZATION CENTER
GOAL AND STRATEGIC OBJECTIVES
The Oklahoma Technology Commercialization Center (OTCC) program addresses the statutory mandate of
facilitating technology transfer and commercialization and providing pre-seed and seed capital for new
innovative firms. The program operates under contract with OCAST and is the product of OCAST’s strategy
of promoting collaborations, allocating resources according to merit, stimulating action and leveraging
private resources.
DESCRIPTION
OCAST currently contracts with i2E, a private nonprofit organization, to operate the OTCC program that
assists entrepreneurs, early-stage technology companies and firms seeking to commercialize new
technologies. The program focuses on assessing needs, guiding clients through the commercialization
process and linking them to a comprehensive network of technology sources (including Oklahoma
universities) and commercialization services. The program also provides specialized business development
services, access to early-stage risk financing and help in transferring technology. OTCC also provides
business development and commercialization services specifically targeted to Oklahoma’s SBIR and STTR
companies delivered through the Oklahoma SBIR Collaboration Resource (OSCR).
PERFORMANCE MEASURES
Performance measures include number and type of project clients, activities with all clients, amount and
type of financing obtained for clients, jobs created and average wage/salary of new technology-based
companies.
TECHNOLOGY BUSINESS FINANCE PROGRAM
GOAL AND STRATEGIC OBJECTIVES
The Technology Business Finance Program (TBFP) was authorized in the Technology Transfer Act of 1998 to
address the mandate of providing early stage capital to innovative firms and manufacturers and for
leveraging private investment capital.
DESCRIPTION
This program is designed to promote promising innovation and to support efforts to commercialize in
Oklahoma by providing early stage financing to start-up companies, well established firms and
manufacturers. The program requires a match and includes payback provisions. OCAST contracts with i2E
Inc. to operate this program.
PERFORMANCE MEASURES
Performance measures include the number of start-up firms and/or manufacturers assisted, survival rate of
those organizations, amount of repayments and leveraging of other private and federal dollars. In
addition, the program manager submits an economic impact analysis of the program, including such items
as jobs and average annual salaries of jobs created.
SEED CAPITAL
GOAL AND STRATEGIC OBJECTIVES
The Seed Capital program has been crafted to be an economic development tool with a goal of making
investment in early stage companies engaged in the commercialization of promising new technologies in
Oklahoma. Growing innovative Oklahoma companies that attract other investment as they successfully
commercialize their products and services is the ultimate goal.
DESCRIPTION
In general, through its Seed Capital program, OCAST seeks to provide funding to innovative Oklahoma
companies. The statute and the related constitutional amendment allow the state to take an equity or debt
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position with firms – an authority that is unique to OCAST as a state agency. Required co-investment with
the private sector leverages the agency’s investment.
By statute OCAST was given multiple options as to how it could use appropriated funds to meet economic
development goals for seed capital stage companies. OCAST invests in the Oklahoma Seed Capital Fund,
currently managed as a wholly owned subsidiary of i2E Inc. Other fund investors have included the
Oklahoma Capital Investment Board (OCIB) and the Oklahoma Development Finance Authority (ODFA).
OCAST is the largest contributor to the fund and is the Class A member, which includes the right to review
and approve all proposed term sheets with the advice of its investment committee.
The Seed Capital fund includes a concept component intended to address the needs of companies
requiring smaller seed capital investment for earlier-stage projects. Unlike TBFP, awards from the concept
fund are convertible to the larger seed capital investment at a later date.
PERFORMANCE MEASURES
Performance measures include the leverage of private investment funds, business finance impacts resulting
from OCAST investment (including job growth and economic impact on the state) and expanding
availability of investment capital for technology business development.
OKLAHOMA NANOTECHNOLOGY APPLICATIONS PROJECT
GOAL AND STRATEGIC OBJECTIVES
The Oklahoma Nanotechnology Applications Project (ONAP) is authorized by statute. This project assists
qualified Oklahoma companies with application of nanotechnology through research, development and
manufacturing and helps them improve current or create new cutting-edge products or processes. These
awards encourage nanotechnology collaboration between industry, institutions of higher education and
nonprofit research institutions.
DESCRIPTION
ONAP competitively awards funds for one- to three-year research and development projects with an
emphasis on nanotechnology applications in product development supporting the Oklahoma manufacturing
and business community. Universities must collaborate with private industry to be eligible to participate in
this program.
PERFORMANCE MEASURES
Performance measures include the number of nanotechnology applications funded, the number of
manufacturers and businesses educated, the number of regional and in-state collaborations initiated
and/or achieved, the number of jobs created and the average wage/salary of those jobs, the increase in
gross sales and the number of manufacturers and businesses served. The private and federal dollars
leveraged by ONAP will also serve as an indicator of overall performance.
OKLAHOMA MANUFACTURING ALLIANCE
GOAL AND STRATEGIC OBJECTIVES
The Oklahoma Alliance for Manufacturing Excellence Inc. (dba Oklahoma Manufacturing Alliance), an
OCAST partner organization, addresses the statutory mandate of stimulating manufacturing productivity
and modernization. The Manufacturing Alliance is nationally recognized for excellence in terms of its
ability to respond quickly, encourage action and leverage federal and private resources.
DESCRIPTION
The Oklahoma Alliance for Manufacturing Excellence Inc. is a private, nonprofit organization that manages
the programs which provide leadership and assistance to Oklahoma’s small- and medium-sized
manufacturers to help them become progressively more successful in their marketplace. Through a network
of extension agents and applications engineers, the Oklahoma Manufacturing Alliance delivers real,
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hands-on resources for improving productivity, increasing sales and reducing costs. Using federal, state,
local and private funds, the Oklahoma Alliance for Manufacturing Excellence Inc. contracts with local
organizations to field regional manufacturing extension agents who deliver to Oklahoma manufacturers
services in technology application, workforce training, financing, market assessment and business relations.
Applications engineers, sponsored in part through Oklahoma State University, provide technical assistance
to manufacturers in rural areas where resources are limited. These locally accessible applications engineers
assist with mechanical designs, plant layouts and a variety of other technical issues. OCAST provides a
portion of the state funding and oversight for the system by means of an annual contract with the
Oklahoma Alliance for Manufacturing Excellence Inc.
Beginning in FY 2013 the Oklahoma Manufacturing Alliance services included an OCAST funded position
to provide innovation engineering project management. This position works with manufacturers, research
organizations, education and training programs and partner organizations to coordinate efforts to assist
with the integration of all aspects of innovation into manufacturing operations. The role of the project
manager is to plan, execute and finalize innovation projects according to strict deadlines and within
budget. This includes acquiring resources and coordinating the efforts of team members and third-party
contractors or consultants in order to deliver projects according to plan. The project manager will also
define the project’s objectives and oversee quality control throughout its life cycle.
PERFORMANCE MEASURES
This program measures productivity through such measures as jobs created, cost savings, efficiency
improvements, cost avoidance and capital investment.
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GOVERNANCE AND OPERATIONS
STRUCTURE
MANAGEMENT PHILOSOPHY AND STRUCTURE
OCAST’s management functions as a team, the success of which depends heavily upon the cooperation,
contribution and commitment of each player. The teamwork concept extends to OCAST’s interactions with
other agencies, organizations and stakeholders.
OCAST works closely with the business and financial sector to stimulate innovation in existing and
developing Oklahoma businesses. Therefore, in accordance with statute, all staff positions are unclassified,
governed and compensated in a manner that compares to similar positions in the private sector and, as
listed below, are exempt from the Oklahoma Personnel Act.
Following is a list of approved positions:
Executive Director – Directs the administrative affairs and general management of OCAST. Develops and
directs implementation of strategic plans and policy related to OCAST’s mission. Presents and
communicates with governor, legislative subcommittees and legislative leadership regarding OCAST’s
annual budget request and any pending statutory changes relevant to OCAST. Communicates
regularly with local, state and national leaders and organizations about OCAST and the importance
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of scientific research and the growth of knowledge-based businesses to Oklahoma’s economy. The
executive director is accountable to the OSTRaD board. Unclassified / Annual salary of $96,027
effective July 1, 2009
Director, Administration and Finance – Responsible for the general administration of the administration
and finance division including developing appropriation requests and operating budgets; developing,
implementing and administering administrative procedures for accounting, purchasing and office
administration; maintaining all official records of the board and agency. The director, administration
and finance, is accountable to the executive director in the handling of the agency’s general
administrative affairs and finances including the disposition of highly confidential proprietary material
submitted by applicants. Unclassified / $65,000 - $85,000
Director, Programs – Responsible for the general administration of the programs division including the
development, administration, evaluation and revision of research funding programs, technology
development and transfer activities and management of confidential proprietary material submitted
by applicants. Directs the staffing of program operations, advisory committees, development and
revision of program specifications, rules, regulations and division budget and appropriation requests.
The director of programs is accountable to the executive director. Unclassified / $65,000 - $85,000
Director, Government Relations and Strategic Initiatives – At the direction of the executive director,
directs the design, development and implementation of agency legislative goals and strategy for
securing desired legislative and executive action and coordinates legislative activities with all OCAST
divisions. Proposes and drafts legislation relevant to new OCAST programs. Serves as key strategic
advisor to executive director. Coordinates with OCAST staff to identify and document OCAST
programs and services requiring assistance and support of the legislature and governor. Directs
special projects assigned by the executive director. Directs research studies and reporting on various
topics regarding technology-based economic development. Represents agency before and organizes
and facilitates OCAST communication with public officials and local, state and national organizations.
Unclassified / $65,000 - $85,000
Associate Director – Responsible for designing, implementing, operating and evaluating division programs
and activities, as assigned. Recommends new programs and activities related to the OCAST mission. A
senior level technical strategist with a global perspective of all programs to build collaborative efforts
across academia, industry and government. Supervises employees, as assigned. Responsible for the
general administration of the division in the absence of the director. Associate directors are
accountable to supervising directors and to the executive director for the correct disposition of highly
confidential and proprietary material submitted by applicants for OCAST funding and assistance.
Unclassified / $50,000 - $70,000
Public Information and Rural Outreach Manager – Writes articles and hosts radio and television
productions on the subject of technology-based economic development and relevant Oklahoma
programs and initiatives. Coordinates OCAST’s message with media outlets and the general public.
Works with related organizations such as chambers of commerce and the Oklahoma Department of
Commerce to promote Oklahoma research and advanced technology companies. Responsible for
facilitating cooperation in rural technology-based economic development initiatives. This position
reports to the director, government relations and strategic initiatives. Supervises employees, as
assigned. Unclassified / $55,000 - $75,000
Human Resources Manager – Responsible for all phases of OCAST’s human resource management and
development training programs; interprets and applies laws and rules concerning personnel
administration and human resources matters including classification, recruitment and selection,
compensation, employee benefit programs, employee transactions and records and staff development
and training; conducts salary surveys; advises on FLSA, Merit Rules and agency personnel policies. This
position reports to the director, administration and finance. Unclassified / $55,000 - $75,000
Client Services Manager – Responsible for the direct support of clients by facilitating partnerships
between small businesses and federal funding agencies to promote commercialization of new
14
technologies. Provide companies technical assistance in accessing all OCAST programs and other
resources as appropriate to their respective stage of development. Unclassified / $45,000 - $65,000
Programs Officer IV – Supervises the planning, coordination or direction of a component of the agency or
program(s) established to accomplish a basic goal or mission of the agency. May supervise one or
more employees and/or contractors. Represents OCAST at conferences, meetings and hearings related
to OCAST’s administrative operations. Unclassified / $45,000 - $65,000
Programs Officer III – Under minimal supervision, plans, coordinates or directs a component of the agency
or program(s) established to accomplish a basic goal or mission of the agency. May supervise one or
more employees and/or contractors. Represents OCAST at conferences, meetings and hearings related
to OCAST’s administrative operations. Unclassified / $40,000 - $60,000
Programs Officer II – Under general supervision, plans and coordinates a component of the agency or
program(s) established to accomplish a basic goal or mission of the agency. May supervise one or
more employees and/or contractors. Represents OCAST at conferences, meetings and hearings related
to OCAST’s administrative operations. Unclassified / $35,000 - $55,000
Accountant IV – Responsible for accounting activities involving the supervision and direction of accounting
operations including planning, reviewing and organizing the work of assigned staff; assuring
availability of funds, preparing analysis of expenditures and monthly reports of operations, financial
statements, schedules and financial statistical data; working with private sector clients and vendors as
necessary in resolving problems. Unclassified / $45,000 - $65,000
Accountant III – Under minimal supervision, classifies and posts revenues and expenditures. Assures
availability of funds for agency obligations and expenditures. Maintains accounting records and files
documenting financial transactions. Prepares analyses of expenditures and monthly reports of
operations, financial statements, schedules and financial statistical data. Works with private sector
clients and vendors in resolving invoicing and payment issues. May supervise employees as assigned.
Unclassified / $40,000 - $60,000
Accountant II – Performs a wide range of tasks involving the maintenance, analysis, interpretation and
reporting of financial accounting data and the application of generally accepted accounting principles
and theories in the management of financial accounts. Includes maintenance of highly diverse accounts,
financial analysis and reporting, reconciliation of accounting data, reviewing and processing financial
documents for payment and similar responsibilities. Unclassified / $35,000 - $55,000
Assistant to the Executive Director – Under minimal supervision, assists the executive director in managing
the administrative affairs of OCAST. Serves as secretary to the board and agency liaison with the
governor’s office and the secretary of state. Organizes activities and information associated with
OCAST’s five-year and annual planning processes, assists with agency projects and organizes the
executive director’s time, confidential files and correspondence. The assistant to the executive director
is accountable to the executive director in performing all duties. Unclassified / $30,000 - $50,000
Office Manager – Performs a wide range of tasks supporting the overall administrative and information
technology operations of the agency. Manages everyday tasks necessary for the efficient running of
the agency and is responsible for front-desk reception duties, ordering agency office supplies and
other assigned administrative and accounting duties. Position is responsible for managing the flow of
internal information for the agency including incoming and outgoing mail, faxes and agency deliveries.
Serves as the primary point of contact for all facility related office equipment and technology issues.
Other general tasks include supporting agency personnel with communications and scheduling.
Unclassified / $30,000 - $50,000
Administrative Assistant II – Under general supervision, may assist in administering the activities
associated with developing, implementing, operating and evaluating programs and functions. Assists in
staffing board, committees, subcommittees and conferences including preparing necessary materials
and preparing minutes of meetings and setting-up and maintaining files and records; may gather and
summarize information for staff or committee action. Composes and prepares program and
15
administrative documents and correspondence. Determines when to provide information to the public
regarding routine services, policies and regulations and when to refer it to a senior staff member for
official action or decision. Duties may also include reading, sorting, distributing and maintaining a log
of incoming and outgoing materials. May perform duties of receptionist. Unclassified / $25,000 -
$45,000
Administrative Assistant I – Under direct supervision, assists in administering the activities associated with
developing, implementing, operating and evaluating programs, including assisting with conferences,
workshops and other events. Prepares program documents and correspondence. Assists in staffing
board or program advisory committees, including preparing meeting minutes and materials and
maintaining required files and records. Duties may also include reading, sorting, distributing and
maintaining a log of incoming and outgoing materials. May perform the duties of receptionist.
Unclassified / $20,000 - $40,000
Additional positions approved but not currently in use include:
Account Clerk
Accountant I
Administrative Services Manager I and II
Assistant Director
Comptroller
Deputy Director
Director, Technology Information Services
Program Coordinator I, II and III
Program Manager
Programs Officer I
Research Analyst
Senior Outreach Liaison
Senior Program Manager
PROFESSIONAL SERVICE CONTRACTS
OCAST uses professional service contracts to supplement capabilities and maintain low administrative costs.
Functions exist which, due to statutory or program requirements of highly specialized and diverse expertise
or infrequency, are more effectively and efficiently performed by contract.
Some, though not all, specific professional services contracts can be anticipated at the outset of the fiscal
year. As of the date of submission of this business plan, the staff intends to execute the following
professional services contracts in FY 2014:
Office of the State Auditor and Inspector for annual audit services, in an amount not to exceed
$30,000
Office of Attorney General for legal services, one-half time for one year, in an amount not to
exceed $51,500
Contract for maintenance of existing programs division database in an amount not to exceed
$10,000
Contract for final implementation and enhancements of electronic application system to support the
programs division processes, payment processes, data management and reporting needs in an
amount not to exceed $250,000
Contract with Office of Management and Enterprise Services for information technology services
including personal computer support, network support and database hosting not to exceed
$50,000
Continuation of contracts with Clear Channel Communications and Cox Radio KRMG for the weekly
radio show Oklahoma Innovations, in an amount not to exceed a total of $50,700
Contract with an in-state marketing firm to enhance the agency’s position as the leader in
Oklahoma technology-based economic development in an amount not to exceed $45,000
Continue contracting with the Oklahoma Alliance for Manufacturing Excellence Inc. to operate the
Oklahoma Manufacturing Alliance in an amount not to exceed $1,499,469
Continue contracting with Oklahoma State University to operate the Inventors Assistance Service in
an amount not to exceed $400,000
Continue contracting with i2E Inc. to operate the Technology Business Finance Program in an
amount not to exceed the repayments, reclaims and carryover funds currently in the program as of
16
May 31, 2013 ($2,122,643). Any reclaims and repayments received between June 1, 2013 and
May 31, 2014 will be available in FY2015
Continue contracting with i2E Inc. to operate the Oklahoma Technology Commercialization Center
in an amount not to exceed $2,008,241
Continue to contract with i2E Inc. to provide matching funds for the Economic Development
Administration Technical Assistance Grant for the Tulsa Business Development Initiative in an
amount not to exceed $100,000
Contract with i2E Inc to manage the Oklahoma Seed Capital Fund. The FY 2014 management fee
for this fund in the amount of $375,000 (stipulated in the Certificate of Designations and locked at
this amount through FY 2015) will come from the FY 2014 Seed Capital Fund appropriation of
$3,966,355
Contract with Presbyterian Health Foundation, dba Oklahoma Health Center Research Park
Corporation, to operate a technology-business incubator located in the Oklahoma Health Center
Research Park and appropriately equipped to meet the needs of start-up, technology-intensive
firms including, but not limited to, bio-technology and biomedical firms (Title 74, Chapter 70,
Section 5060.29) at a cost of $100,000
STANDING ADVISORY COMMITTEES
OCAST receives support and assistance from the Oklahoma Health Research, Oklahoma Plant Science
Research, Oklahoma Applied Research and Small Business Research Assistance advisory committees for
research-related programs. Research-related standing committees must consist of representatives of the
“business, higher education and research communities” (74 O.S., Section 5060.9[a]) and at least one-third
of the members of each committee must be researchers. Committees are approved annually by the board.
The Seed Capital Investment advisory committee is created to assist OCAST in evaluating potential
investments with the Seed Capital Revolving Fund (74 O.S., Section 5060.21).
OKLAHOMA APPLIED RESEARCH ADVISORY COMMITTEE
Kenneth E. Bartels, D.V.M., M.S.
Oklahoma State University
David Humphrey
Oklahoma Equity Partners
Larry Kennedy
Oklahoma Medical Research Foundation
E. Ann Nalley, Ph.D.
Cameron University
Karl Reid, Sc.D., P.E.
Oklahoma State University
Ed Shreve, Ph.D. (chair)
Stillwater
Dale Teeters, Ph.D.
University of Tulsa
Monte Tull, Ph.D.
University of Oklahoma
OKLAHOMA HEALTH RESEARCH COMMITTEE*
Tyrrell Conway, Ph.D.
University of Oklahoma
**Mark Fox, M.D., Ph.D.
University of Oklahoma-Tulsa
Mary Beth Humphrey, M.D., Ph.D. (chair)
University of Oklahoma Health Science Center
Katherine M. Kocan, Ph.D.
Oklahoma State University
Jerry Malayer, Ph.D.
Oklahoma State University
Kenton Miller, Ph.D.
University of Tulsa
**H. Anne Pereira, Ph.D.
University of Oklahoma Health Science Center
**Hal Scofield, M.D.
Oklahoma Medical Research Foundation
**Lijun Xia, M.D., Ph.D.
Oklahoma Medical Research Foundation
*Appointed by the governor
**Pending governor approval
17
OKLAHOMA NANOTECHNOLOGY APPLICATIONS PROJECT COMMITTEE
Jim Mason
Oklahoma Nanotechnology Initiative
David Schmidtke, Ph.D.
University of Oklahoma
Dale Teeters, Ph.D. (chair)
University of Tulsa
Ranji Vaidyanathan, Ph.D.
Oklahoma State University
OKLAHOMA PLANT SCIENCES RESEARCH ADVISORY COMMITTEE
Peter Camfield, Ph.D.
Oklahoma Panhandle State University
Rodd Moesel (chair)
American Plant Products and Services Inc.
Richard Nelson, Ph.D.
Samuel Roberts Noble Foundation
David Porter, Ph.D.
Oklahoma State University
Jean L. Steiner, Ph.D.
Grazinglands Research Laboratory
SEED CAPITAL INVESTMENT COMMITTEE
James Dickson
BancFirst
David McKinney, J.D.
GableGotwals
Larry Pulliam
Southern Oklahoma Memorial Foundation
James Wheeler, Ph.D.
University of Oklahoma Price College of Business
Sherri Wise
Osteopathic Founders Foundation
SMALL BUSINESS RESEARCH ASSISTANCE COMMITTEE
Mike Callaway
CalTech Global LLC
Rafal Farjo, Ph.D.
Charlesson LLC
Terry Golding, Ph.D.
Amethyst Research Inc.
Chuck Gray
Frontier Electronic Systems Inc.
James Grimsley (chair)
Design Intelligence Inc.
Dorothy Overal
U.S. Small Business Administration
Trevor Snyder, Ph.D.
VADovations Inc.
Brien Thorstenberg
Tulsa Regional Chamber
FINANCE
OCAST’s programs, activities and general operations are financed primarily through state general
revenue appropriated funds. OCAST’s enabling statute authorizes the use of three funds: the General
Administration and Data Processing Fund, the Research Support Revolving Fund and the Seed Capital
Revolving Fund. Each of the three funds is authorized to accept state general revenue appropriations,
grants, gifts and donations. The Seed Capital Revolving Fund is authorized to accept loan repayments and
investment proceeds. Each fund is authorized to finance specific activities of the agency.
House Bill 2301 appropriates $17,811,449 to OCAST. A portion of OCAST’s annual state appropriation,
$13,157,784, is transferred to the Research Support Revolving Fund for operation of all OCAST programs
and $3,966,355 to be transferred to the Seed Capital Revolving Fund for FY 2014. The revolving funds
have no fiscal year limitations. All of the agency’s expenditures must be confirmed by Oklahoma’s Office
of Management and Enterprise Services to be consistent with an annual budget work program approved
by that office.
18
APPROPRIATION HISTORY
PLANNING
COMPREHENSIVE PLANNING
OCAST produces an annual business plan and a five-year strategic plan. Based on 2012 data provided
by the National Science Foundation, 2011 data provided by the U.S. Chamber of Commerce and the
National Chamber Foundation, OCAST benchmarks its funding compared with similar state agencies in
other states, especially those in the same region. Support of R&D funding by state legislators in the region
continues, although only one nearby state, Kansas, invests more in technology-based economic
development (TBED) than the national average of all U.S. states.
A BUSINESS-FRIENDLY ENVIRONMENT
According to the U.S. Chamber of Commerce and the National Chamber Foundation Oklahoma enjoys the
benefits of positive growth through diversification and creation of “business friendly” programs. (See chart
below.) Oklahoma has one of the nation’s lowest unemployment rates bolstered by hiring in its energy
sector and the benefits of economic diversification that began a quarter century ago. Oklahomans benefit
from an economy supported by energy, agriculture and aerospace and there is a marked increase in
manufacturing activity.
Investment capital through OCAST is key to Oklahoma job creation and many examples are cited by
economic development organizations and publications.
These incentives remain part of a comprehensive effort to build a culture of innovation in Oklahoma.
Among them is the New Products Development Income Tax Exemption that allows new products, including
those created by entrepreneurs operating within programs of the Oklahoma Center for the Advancement
of Science and Technology, to collect tax-free royalties for products made within the state. That tax-free
status lasts up to seven years. Innovation-based companies within qualified technology incubators enjoy
tax-free income status for up to 10 years. OCAST also offers innovative business access to
commercialization support structures, including seed and pre-seed funding sources through the Oklahoma
Technology Commercialization Center operated by i2E.
14.1
12.7
15.6
3.1
8.1 7.3 6.4 6.4 6.0 6.0
9.0
11.7 11.6 12.1 12.7
11.6 11.0 11.6 12.4
22.4 22.9 22.4 22.0
19.2
17.8 17.8 17.8
$0
$5
$10
$15
$20
$25
88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14
$ in millions
Fiscal Year
19
OKLAHOMA’S PLACE IN THE RANKINGS
1st Cost of Living
5th Per Capita Income Growth
7th College Affordability
7th Long-term job Growth
8th Higher Education Efficiency
14th Export Growth
15th State and Local Tax Burden
17th Growth in Share of National Exports
19th STEM Job Growth
19th Small Business Survival Index
24th Gross State Product Growth
24th Productivity Growth
32nd Business Birth Rate
38th Economic Output Per Job
44th Transportation Infrastructure Performance
FINANCIAL PLANNING
OCAST is required by statute to “recommend an appropriate level (of funding for OCAST’s programs) . . .
that will make these programs nationally competitive with those of other states” and to “adopt . . . a
threshold funding level for each of the programs . . . that is great enough to have a significant impact and
carry out the intent of this act.” (74 O.S., Section 5060.22)
After the governor and legislature approve the OCAST appropriation, staff and board members develop
a business plan for the application of available resources, abiding by the directives and constraints on
spending articulated in the signed appropriation bills. Unless established otherwise by the board, the
threshold funding levels are the FY 2014 appropriation levels shown in this plan (see Five Year
Appropriation History by Program below).
PROGRAM AND SERVICE PLANNING
OCAST develops and initiates new programs and services by building consensus among constituents and
stakeholders, which may include standing and ad hoc program advisory committees, higher education and
career-tech representatives, nonprofit organizations, businesses, other agencies and state leaders. Any
new initiatives are approved by the standing advisory committee prior to implementation. Most OCAST
programs are initiated through legislative intent.
When it is evident a need or opportunity should be an OCAST priority and is consistent with OCAST’s
mission, staff checks relevant statutes and, when necessary, consults with the state Office of the Attorney
General to determine whether OCAST’s general authorization covers the need/opportunity. If so, a
recommendation is submitted to the OSTRaD Board.
Specifications for each new program are designed by OCAST staff working in consultation with a standing
or ad hoc advisory committee and the Office of the Attorney General. Appropriate state and national
experts are frequently consulted in this phase of program design. The board may provide advice and
guidance.
The information is presented to the OSTRaD Board for consideration and approval.
20
FIVE-YEAR APPROPRIATION HISTORY BY PROGRAM
ACTIVITIES FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
General Administration $850,000 $739,075 $687,340 $657,310 $687,310
Program Services and Support 1,354,675 1,368,970 1,304,000 1,482,107 1,481,774
Health Research 4,253,299 4,000,000 4,005,219 3,964,104 3,400,000
Applied Research 3,907,100 1,900,000 2,341,616 1,633,663 3,400,000
Intern Partnership Program 599,149 260,000 241,800 431,900 450,000
Plant Science Research 567,983 709,656 659,980 600,000 0
Nanotechnology Research 1,437,100 1,500,000 720,000 745,000 0
Manufacturing Extension Services 1,372,028 1,192,978 1,109,470 1,259,469 1,259,469
Technology Commercialization 2,914,776 2,534,398 2,052,728 2,158,241 2,108,241
Small Business Research Assistance 338,500 200,000 186,000 300,000 325,000
Inventors Assistance 190,000 165,205 153,641 200,000 350,000
Technology Information Services 373,031 316,916 383,300 383,300 383,300
Seed Capital Fund 3,868,922 4,264,898 3,966,355 3,996,355 3,966,355
TOTAL FUNDING $22,026,563 $19,152,096 $17,811,449 $17,811,449 $17,811,449
General Administration % 3.86% 3.86% 3.86% 3.69% 3.86%
21
APPROPRIATION AND PROPOSED DISTRIBUTION
SOURCES:
Reserves for OCAST Out-Year Obligations $6,329,245
Reserves for Seed Capital Obligations 15,215,819
Reserves for Technology Business Finance Program 2,122,643
Projected FY 2013 Available Carryover 1,875,303
OK Department of Commerce Grant - OK Manufacturing Alliance 100,000
FY 2014 State Appropriated Revenues 17,811,449
TOTAL SOURCES $43,404,459
USES:
Projected FY 2014 Expenditures
Administration $ 687,310
Program Services 1,481,774
Programs
Health Research 3,917,539
Applied Research 3,343,010
Intern Partnership Program 539,320
Nanotechnology Research 300,000
Plant Science Research 160,000
Small Business Research Assistance 325,000
Technology Commercialization 2,208,241
Technology Business Finance Program 2,122,643
Oklahoma Manufacturing Alliance 1,499,469
Inventors Assistance 400,000
Seed Capital Fund 19,182,174
Technology Information Services 383,300
TOTAL USES $36,499,780
Estimated Cash Balance 6/30/2014
Out-Year Program Obligations $5,788,444
Unobligated Projected Cash Carryover 1,116,235
$ 6,904,679

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Business Plan
Fiscal Year 2014
TABLE OF CONTENTS
OSTRAD BOARD OF DIRECTORS ................................................................................................................................ 1
PURPOSE ............................................................................................................................................................................ 2
MISSION .............................................................................................................................................................................. 2
VISION ................................................................................................................................................................................ 2
FY 2014 GOALS AND OBJECTIVES .............................................................................................................................. 2
STRATEGY .......................................................................................................................................................................... 4
PROGRAMS ....................................................................................................................................................................... 5
GOVERNANCE AND OPERATIONS
OCAST Structure .............................................................................................................................................. 12
Management Philosophy and Structure ....................................................................................................... 12
Professional Service Contracts ....................................................................................................................... 15
Standing Advisory Committees ...................................................................................................................... 16
Finance ............................................................................................................................................................... 17
Appropriation History ..................................................................................................................................... 18
PLANNING
Comprehensive Planning ................................................................................................................................ 18
Financial Planning ............................................................................................................................................ 19
Program and Service Planning ...................................................................................................................... 19
FIVE-YEAR APPROPRIATION HISTORY BY PROGRAM ...................................................................................... 20
APPROPRIATION AND PROPOSED DISTRIBUTION ............................................................................................. 21
This publication was issued by the Oklahoma Science and Technology Research and Development Board as authorized by Title 74 of the
Oklahoma Statutes, Section 5060.8. Approved by the OSTRaD Board of Directors on June 25, 2013.
1
BOARD OF DIRECTORS
OCAST is a state agency governed by the Oklahoma Science and Technology Research and Development
(OSTRaD) Board of Directors (Title 74, Section 5060.6). This 21-member board of directors consists of the
secretary/executive director of the Oklahoma Department of Commerce, the chancellor of the Oklahoma
State Regents for Higher Education, the secretary of agriculture, the president of the University of
Oklahoma, the president of Oklahoma State University, the president of a private university, the president
of a regional university, twelve members appointed by the governor and two nonvoting legislators
representing the house and the senate. Members appointed by the governor serve with the consent of the
senate and generally serve four-year terms.
Mark Ashton, J.D.
Retired Attorney
Lawton
Don Betz, Ph.D.
President
University of Central Oklahoma
Edmond
David Boren, J.D.
President
University of Oklahoma
V. Burns Hargis, J.D.
President
Oklahoma State University
Elise Hall
Oklahoma House of Representatives
Oklahoma City
Rhonda Hooper
President and CEO
Jordan Associates
Oklahoma City
Glen D. Johnson, J.D.
Chancellor
State Regents for Higher Education
Clark Jolley, J.D.
Oklahoma State Senate
Edmond
Jonna Kirschner
Executive Director
Oklahoma Department of Commerce
W. Hershel Lamirand III (vice chair)
Former President and CEO
Oklahoma Health Center Foundation
Oklahoma City
Timothy Mather, Ph.D.
Director of Research Administration
Oklahoma Medical Research Foundation
Oklahoma City
Chelle Melton, D.Ph.
Clinic Pharmacy
Guymon
Dayal T. Meshri, Ph.D.
President and CEO
Advance Research Chemicals Inc.
Catoosa
David Myers
Executive Director
Ponca City Development Authority
Jim Reese
Oklahoma Secretary of Agriculture
Karl Reid, Sc.D.
Retired Dean, College of Engineering,
Architecture and Technology
Oklahoma State University
Steven Rhines, J.D.
Vice President, General Counsel and Director of
Public Affairs
Samuel Roberts Noble Foundation
Ardmore
Terry L. Salmon, Ed.D. (chair)
President and Founder
Computer System Designers LLC
Oklahoma City
Edward L. Shreve, Ph.D.
Retired CEO and Businessman
Stillwater
Steadman Upham, Ph.D.
President
University of Tulsa
Sherri Wise
President
Osteopathic Founders Foundation
Tulsa
2
PURPOSE
The Oklahoma Center for the Advancement of Science and Technology (OCAST) was established in 1987
as the state’s agency for technology-based economic development (TBED). OCAST’s mandate is to
“expand and diversify Oklahoma’s economy and provide new and higher quality jobs for Oklahomans”
by encouraging “. . . the development of new products, new processes and whole new industries in
Oklahoma.” (O.S. 74, Sections 5060.1a and 5060.2A)
MISSION
To foster innovation in existing and developing businesses
by supporting basic and applied research
by facilitating technology transfer between research laboratories and businesses
by providing seed capital for innovative firms in the development of new products or services
by helping Oklahoma’s small and medium-sized manufacturing firms become more competitive
through increased productivity and modernization (O.S. 74, Section 5060.3)
VISION
OCAST funds cutting-edge science and technology through processes that are recognized nationally and
internationally for demonstrating excellence, objectivity and economic impact. OCAST’s vision is continued
growth and vitality through facilitating collaboration between state government, universities, start-up
companies and established large-scale firms to develop an entrepreneurial environment that supports
technology-based economic development. OCAST’s strategy includes technologies such as biosciences,
information technology, sensors and electronics, advanced materials, energy and alternative fuel sources.
Achieving this vision will result in continued growth of advanced technology companies in the state thereby
increasing Oklahoma’s global competitiveness, per capita income and quality of life.
FISCAL YEAR 2014 GOALS AND OBJECTIVES
The staff and management of the agency are experienced in managing through times of plenty and the
cyclical times of uncertainty. In highlighting the following goals and objectives, we are keenly aware of the
need to be agile and creative in adapting to change. At the same time, we must be relentless in our
dedication and steadfast in our duty to our stakeholders and the goals of technology-based economic
development.
OCAST continually strives to increase the impact of its programs in assisting industry and the research
community to grow Oklahoma’s economy through science and technology. Ongoing efforts to achieve this
goal include pursuing additional funding through grants, cooperative agreements and other opportunities
to realize its mission and enhance its core programs; working to achieve an OCAST appropriation sufficient
to meet market demand for technology-based economic development programs and support, as defined
by OCAST’s advisory committees, affiliate organizations, clients, stakeholders and board; reviewing
OCAST programs for potential updates, modifications and opportunities to further streamline program
operations to:
a. keep pace with the dynamic nature of research and advanced technology businesses;
b. operate with optimal effectiveness and efficiency; and
c. respond to new opportunities, within the context of budget and statutory constraints.
OCAST strives to maximize its impact by conducting workshops to provide clients with information on
writing more effective applications; building on existing collaborations with university technology transfer
offices, non-profit research foundations and federal laboratories to advance innovation and
commercialization; educating legislators and statewide elected officials to better acquaint them with
3
OCAST clients and to inform them of the benefits to the agency’s programs; benchmarking OCAST against
similar programs in other states.
GOAL 1: INCREASE THE IMPACT OF OCAST’S PROGRAMS
OBJECTIVES
1. Initiate Lean Office Practices and review existing strategies to educate, inform and develop
consensus among stakeholders on strategically positioning Oklahoma to compete successfully in a
technology-based economy.
2. Review existing programs and services to ensure alignment with OneOklahoma: A Strategic Plan
for Science and Technology in Oklahoma, 2012.
3. Expand and improve the efficiency of statewide program outreach activities by conducting
technology focus groups and regional TBED collaboration events to help the agency deliver its
message to potential clients.
4. Conduct the annual Oklahoma Health Research Conference.
5. Conduct an annual Technology and Intern Showcase to present OCAST award recipients to an
audience of potential buyers, investors and collaborators and to help illustrate to the public the
impact of OCAST programs.
6. Support OCAST partner organizations in meeting their goals and objectives as approved by the
OSTRaD Board of Directors.
7. Continue collaboration with i2E and other partner organizations to support the OCAST initiative
called the Oklahoma SBIR Collaborative Resource (OSCR) with the purpose of increasing the
number and quality of Oklahoma Small Business Innovation Research (SBIR) and Small Business
Technology Transfer (STTR) proposals and their ultimate commercialization. Tailor OSCR resources
to support the unique needs of manufacturers pursuing SBIR and STTR funding.
8. Evaluate and enhance OKGrants (online application and award management process) now that all
OCAST Programs utilize the online system.
9. Implement the Contract Life-Cycle Process (cradle to grave management of competitive award
contracts) that streamlines and improves the efficiency of all aspects of contract development,
management and monitoring.
GOAL 2: INCREASE PUBLIC AWARENESS OF OCAST’S IMPACT ON OKLAHOMA
OBJECTIVES
1. Increase electronic/social media capability to reach all geographic areas of the state.
2. Continue the Oklahoma Innovations radio show, now in its 18th year with some 850 shows
produced and aired across the state and available on the OCAST website.
3. Fulfill a long-standing legislative directive to educate Oklahomans about the benefits of science
and technology. Additionally, we will continue to provide lawmakers with information about
OCAST programs and projects to assist them in making informed decisions.
4. Continue to seek opportunities to target specific geographic areas of the state where we will
conduct activities to upgrade the level of media attention focusing on the value the agency brings
to that specific area of the state.
5. Continually update the OCAST webpage to enhance public awareness of innovation. The
webpage also serves as a portal for Oklahomans seeking access to OCAST programs. All
webpage redesign/changes will (a) satisfy 508 compliance, (b) create an easily accessible and
aesthetically pleasing website, (c) include electronic applications to simplify access to OCAST
programs and provide electronic application access and (d) expand the scope of OCAST’s
services throughout the state.
6. Renew the contractual relationship with an in-state marketing firm to bolster our brand and to
enhance the agency’s position as the leader in technology-based economic development.
7. Seek methods to expand and improve the quarterly electronic newsletter and increase readership.
Four newsletters are produced and distributed each year.
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8. Sponsor and conduct Oklahoma Science and Technology Month in cooperation with the state’s
middle school and high school level STEM teachers. The year 2013 experienced enhanced
program acceptance and the governor’s office supported and assisted OCAST in marketing the
effort. The governor included the program announcement in her regularly scheduled column for the
second time in three years and 1,417 Oklahoma science students were recognized. The program,
initiated in 1993, is a tool used by science teachers who, for the life of the program, represent
most counties in the state.
9. Provide marketing assistance to established OCAST programs and initiatives.
10. Continue membership in the Oklahoma Rural Action Partnership Program (RAPP) sponsored by the
Oklahoma Department of Commerce. Through the RAPP involvement and other affiliations, OCAST
has a presence throughout Oklahoma in the form of group presentations and special economic
development programs.
11. Ensure optimal benefit of OCAST’s collaboration in outside efforts to include, but not be limited to,
The Journal Record Innovator of the Year Awards and workshops sponsored at both the state and
federal levels.
12. Maintain positive legislative relationships by responding to legislative requests in a timely manner.
GOAL 3: DETERMINE PROCESS IMPROVEMENT OPPORTUNITIES THEN ANALYZE FOR BENEFIT AND
IMPLEMENT AS APPROPRIATE INTO OCAST’S PROGRAMS, POLICIES AND PROCEDURES
OBJECTIVES
1. Review and improve the staff performance evaluation process in keeping with requirements of the
state Human Capital Management Division of the Office of Management and Enterprise Services
(OMES).
2. Promote an environment that fosters a high performance team.
3. Continuously review processes and procedures to identify and implement efficiencies throughout
the organization.
4. Maintain OCAST consolidated database and begin incorporating this data into the OKGrants
system.
5. Enhance services delivered via the OCAST website to improve pre- and post-contract award
processes, reduce paper handling and postage costs and streamline other business transactions for
staff and clients.
6. Benchmark current best practices in research and technology-based economic development
through staff participation in national, state and local meetings and training.
7. Improve leverage outreach efforts through collaboration with affiliates, other government
agencies and private sector organizations.
8. Encourage employee career development, including completion of required supervisory training.
9. Comply with external audits.
10. Continuously review OCAST information technology resources and upgrade as necessary to
provide staff the tools and most efficient means to serve clients.
11. Continue efforts to “dovetail” the Programs Division contracting process and the Administration &
Finance Division process to reduce the time from application submission through the Contract Life-
Cycle Process.
STRATEGY
For Oklahoma to increase its competitive advantage and relevance in the 21st Century, it is imperative to
support the process of discovery and development of new ideas, new technologies and technology transfer
that result in commercialization and significant economic impact for our state and nation. OCAST’s strategy
is to advance research and development that help Oklahoma and its industries compete in the global
economy.
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BUILD ON PUBLIC AND PRIVATE SECTOR STRENGTHS
Provide leadership, information and assistance to enhance the ability of Oklahoma technology
companies and researchers to compete in the global marketplace.
Offer short-term financial incentives and capital access vehicles requiring external public and
private sector co-investment, including concept and seed capital funding, to better position
Oklahoma companies for success.
Advance economic development by conducting and publicizing studies that call attention to
improvements in technology policies and practices.
PROVIDE FUNDING BASED ON MERIT
Evaluate funding applications according to published procedures and criteria to ensure funds are
awarded to applications with the greatest technical and commercial value.
Utilize external peer review by recognized experts to make award determinations to promote
objectivity and avoid conflicts of interest to the greatest extent possible.
Work with standing advisory committees to continue to refine and improve OCAST’s programs and
external peer review process.
Monitor and evaluate program performance on an annual basis to make certain tax dollars are
spent as intended and produce measurable outcomes that maximize return on the state’s
investment.
LEVERAGE RESOURCES FOR GREATER RESULTS
Work with partner organizations and stakeholders to leverage their resources to extend the
benefit of the state’s investment.
Build collaborations with private and public organizations to pursue federal and private
foundation funding to benefit existing programs and fund new initiatives.
Involve standing or ad hoc advisory committees in all planning efforts.
PROMOTE PUBLIC AND PRIVATE PARTNERSHIPS AND NETWORKS
Continue to build on the Memorandum of Understanding between OCAST and the Oak Ridge
National Laboratory to support research institutions and industry in Oklahoma through
collaborative projects and resource sharing.
Explore opportunities to create additional Memoranda of Understanding with other government
organizations to encourage collaboration with Oklahoma’s research institutions and private
industry, with the goal of improving technology transfer and increasing market opportunities.
Work to re-establish the OCAST Centers of Excellence program and improve that program’s
effectiveness through the incorporation of OCAST’s commercialization services and investment
support.
Build on the ever-growing database of collaborative partners to help clients capitalize on
resources and capabilities, both internal and external to the state. Internal state resources are
always the first preference, but in the rare case when needed resources are not available in
Oklahoma, OCAST will be able to call upon its pool of external collaborators or service providers
to answer those needs.
PROGRAMS
OCAST develops, implements, evaluates and modifies programs and services designed to encourage and
enable Oklahoma advanced technology entrepreneurs, researchers and small businesses to accomplish
research and development, technology commercialization and technology application. Clients return to
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OCAST programs as often as necessary for assistance. The programs in the OCAST technology pipeline
include:
OKLAHOMA HEALTH RESEARCH
GOAL AND STRATEGIC OBJECTIVES
The Health program addresses OCAST’s statutory mandate of supporting basic health-related research by
allocating resources according to merit and leveraging private and federal resources while fostering
public and private sector collaboration.
DESCRIPTION
The Health program competitively awards basic research funding for one- to three-year research projects
related to human health. Eligible applicants are Oklahoma universities and colleges, nonprofit research
organizations and commercial enterprises. These awards enable researchers to gain expertise and
produce data needed to obtain larger grants from other sources, including federal agencies and private
funding organizations, and to develop patents which in the long-term can lead to new businesses.
Researchers also benefit from OCAST’s annual health research conference which focuses on ways to assist
commercial development of new products and services resulting from health projects.
PERFORMANCE MEASURES
This program produces nationally competitive health science research. Private and federal funding
attributed to health projects and the ratio of health support to private and federal support indicate the
program’s effectiveness at securing capital for competitive research. The amount of intellectual property
generated, licenses and royalties are an indication of the program’s impact on the state’s health science
industry.
OKLAHOMA PLANT SCIENCE RESEARCH
GOAL AND STRATEGIC OBJECTIVES
The Plant Science program addresses the statutory mandate of supporting basic and applied research in
the field of plant sciences by allocating resources according to merit, promoting collaborations and
leveraging federal and private resources.
DESCRIPTION
The Plant Science program competitively awards funds for basic, proof of concept and applied research
related to plant science for one- to two-year periods based on technical merit, commitment of resources
and, in the case of applied research, the potential for market success. Eligible applicants are Oklahoma
businesses, institutions of higher education and nonprofit research institutions. The applied research awards
require a minimum of one dollar matching support for each dollar awarded.
PERFORMANCE MEASURES
Basic research projects – performance measures such as the amount of private and federal funding
leveraged by plant science projects, the amount of intellectual property initiated and the anticipated value
of patents, licenses and royalties resulting from these basic research projects measure program success.
Proof-of-Concept projects – performance measures are the same as basic projects with the addition of a
final determination of taking the project forward through some form of development. Development may
include any number of forms including a follow-on accelerated research project, incorporation into a new
project, licensing to another person or organization, etc.
Applied research projects – performance measures include private and federal follow-on funding
attributed to plant science projects, intellectual property, license royalties, jobs added, payroll of jobs
added, actual and projected gross sales, sales distribution and actual and projected cost-avoidance
resulting from these applied research projects.
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INTERN PARTNERSHIPS
GOAL AND STRATEGIC OBJECTIVES
The intern program provides support for qualified research and development partnership projects that
involve Oklahoma industry and Oklahoma institutions of higher education. It increases the pool of scientists,
engineers, faculty and business entrepreneurs who can contribute to economic development in Oklahoma.
DESCRIPTION
Projects funded under this program must meet five requirements: (1) an Oklahoma institution of higher
education or a business must be the fiscal agent; (2) OCAST funds must be equally matched from non-state
appropriated funds; (3) the research must be performed in an applied research laboratory located at a
firm, a nonprofit research institute or an institution of higher education; (4) the mentor must be from industry
or be an academic with a documented success record of applied research and (5) an Oklahoma business
must benefit. The award may be for one or two years. The external reviewers, a majority of whom reside
out-of-state, have shown a preference for programs in which at least 75 percent of the funds (OCAST plus
non-state match) go directly to the interns as salary and fringe benefits. The remaining funds are used for
principal investigator salary and fringe benefits as well as for supplies to run the program.
PERFORMANCE MEASURES
The program produces commercially viable R&D. In addition, student and faculty interns gain or maintain
their interest in remaining in Oklahoma, increase desire for additional technological education and provide
measurable economic progress for the state.
OKLAHOMA APPLIED RESEARCH SUPPORT
GOAL AND STRATEGIC OBJECTIVES
The Oklahoma Applied Research Support (OARS) program addresses the statutory mandate of supporting
applied research and technology development with significant commercial potential by allocating
resources according to merit, promoting collaborations and leveraging federal and private resources.
DESCRIPTION
OARS competitively awards funds for one- to three-year projects from any technology area based upon
technical merit, potential for market success and commitment of resources. Funding for both proof-of-concept
and accelerated projects is available through OARS. The program requires a minimum of one
dollar matching support for each state dollar awarded. Eligible applicants are Oklahoma businesses and
universities, colleges or nonprofit research organizations that have industrial partners. The program gives
preference to projects involving collaboration between research institutions and private industry.
PERFORMANCE MEASURES
Proof-of-Concept projects – Measures include the amount of private and federal funding leveraged, the
amount of intellectual property initiated and the anticipated value of patents, licenses and royalties
resulting from these basic research projects to demonstrate program success.
Performance measures also include a final determination of taking the project forward through some form
of development. Development may take any of several tracks including a follow-on accelerated research
project, incorporation into a new project, licensing to another person or organization, etc.
Accelerated projects – Federal and private funding attributed to OARS projects and the ratio of OARS
awards to private and federal support demonstrate the program’s effectiveness at securing capital.
Performance measures such as the value of intellectual property, license royalties, jobs added, payroll of
jobs added, actual and projected gross sales and actual sales distribution and projected cost-avoidance
indicate the program’s effectiveness at technology transfer and the commercial value of Oklahoma R&D
projects.
8
SMALL BUSINESS RESEARCH ASSISTANCE
GOAL AND STRATEGIC OBJECTIVES
The Small Business Research Assistance (SBRA) program addresses the statutory mandate of supporting
applied research and facilitating technology transfer involving small private for-profit businesses by
leveraging federal and private resources and promoting action, encouraging strategic partnerships
between firms and research institutions and promoting commercialization of new technologies.
DESCRIPTION
Through the federal Small Business Innovation Research (SBIR) program, federal agencies provide seed
support for product feasibility studies and prototype development that is lacking in the private investment
community. The federal Small Business Technology Transfer (STTR) program accomplishes this purpose and
forges research collaborations between small firms and universities or nonprofit research institutions. Both
the SBIR and STTR programs encourage transfer of technology into federal agency programs and private
sector applications. OCAST’s program supports these goals by providing bridge funding between Phase I
and Phase II federal SBIR and STTR grants. The program provides technical assistance through the
Oklahoma SBIR Collaboration Resource (OSCR) initiative to improve the quality of proposals through
proposal development workshops, proposal reviews, client referrals, collaboration building and
partnership with i2E’s new SBIR support services. The program offers companies guidance in accessing
additional OCAST support and other resources as appropriate to their respective stage of development.
PERFORMANCE MEASURES
This program produces nationally competitive applied research, development and technology
commercialization. Federal and private funding attributed to projects and the ratio of OCAST support to
private and federal support indicate OCAST’s effectiveness at securing capital for applied research and
development. Performance measures such as the increase in federal contracts, jobs added and payroll of
jobs added indicate the successful commercialization of technology by firms participating in the SBRA
program.
INVENTORS ASSISTANCE SERVICE
GOAL AND STRATEGIC OBJECTIVES
OCAST contracts with Oklahoma State University to operate the Inventors Assistance Service (IAS) program
through the university’s New Product Development Center. The service addresses the statutory mandate to
provide Oklahoma inventors with information and training on developing their invention and on issues
related to patenting/licensing, marketing and manufacturing. The service offers workshops, a website,
referrals and on-site business and technical consultations.
DESCRIPTION
The program assists the independent inventor in navigating the process from idea to marketplace. IAS
helps inventors move toward the manufacturing, marketing and distribution of their products by providing
assistance and information or referring inventors to appropriate service providers who will help them deal
with specific steps in the invention process. The program provides inventors with a streamlined process to
help move their innovation forward. Qualified inventors nearly ready for commercialization receive help
with activities such as materials testing, market assessment, engineering resources and prototype
development.
PERFORMANCE MEASURES
Performance measures are specified in statute and include the number of clients, participants in workshops,
value of patents, license royalties, jobs created and number of clients progressing into other OCAST and
federal programs.
9
OKLAHOMA TECHNOLOGY COMMERCIALIZATION CENTER
GOAL AND STRATEGIC OBJECTIVES
The Oklahoma Technology Commercialization Center (OTCC) program addresses the statutory mandate of
facilitating technology transfer and commercialization and providing pre-seed and seed capital for new
innovative firms. The program operates under contract with OCAST and is the product of OCAST’s strategy
of promoting collaborations, allocating resources according to merit, stimulating action and leveraging
private resources.
DESCRIPTION
OCAST currently contracts with i2E, a private nonprofit organization, to operate the OTCC program that
assists entrepreneurs, early-stage technology companies and firms seeking to commercialize new
technologies. The program focuses on assessing needs, guiding clients through the commercialization
process and linking them to a comprehensive network of technology sources (including Oklahoma
universities) and commercialization services. The program also provides specialized business development
services, access to early-stage risk financing and help in transferring technology. OTCC also provides
business development and commercialization services specifically targeted to Oklahoma’s SBIR and STTR
companies delivered through the Oklahoma SBIR Collaboration Resource (OSCR).
PERFORMANCE MEASURES
Performance measures include number and type of project clients, activities with all clients, amount and
type of financing obtained for clients, jobs created and average wage/salary of new technology-based
companies.
TECHNOLOGY BUSINESS FINANCE PROGRAM
GOAL AND STRATEGIC OBJECTIVES
The Technology Business Finance Program (TBFP) was authorized in the Technology Transfer Act of 1998 to
address the mandate of providing early stage capital to innovative firms and manufacturers and for
leveraging private investment capital.
DESCRIPTION
This program is designed to promote promising innovation and to support efforts to commercialize in
Oklahoma by providing early stage financing to start-up companies, well established firms and
manufacturers. The program requires a match and includes payback provisions. OCAST contracts with i2E
Inc. to operate this program.
PERFORMANCE MEASURES
Performance measures include the number of start-up firms and/or manufacturers assisted, survival rate of
those organizations, amount of repayments and leveraging of other private and federal dollars. In
addition, the program manager submits an economic impact analysis of the program, including such items
as jobs and average annual salaries of jobs created.
SEED CAPITAL
GOAL AND STRATEGIC OBJECTIVES
The Seed Capital program has been crafted to be an economic development tool with a goal of making
investment in early stage companies engaged in the commercialization of promising new technologies in
Oklahoma. Growing innovative Oklahoma companies that attract other investment as they successfully
commercialize their products and services is the ultimate goal.
DESCRIPTION
In general, through its Seed Capital program, OCAST seeks to provide funding to innovative Oklahoma
companies. The statute and the related constitutional amendment allow the state to take an equity or debt
10
position with firms – an authority that is unique to OCAST as a state agency. Required co-investment with
the private sector leverages the agency’s investment.
By statute OCAST was given multiple options as to how it could use appropriated funds to meet economic
development goals for seed capital stage companies. OCAST invests in the Oklahoma Seed Capital Fund,
currently managed as a wholly owned subsidiary of i2E Inc. Other fund investors have included the
Oklahoma Capital Investment Board (OCIB) and the Oklahoma Development Finance Authority (ODFA).
OCAST is the largest contributor to the fund and is the Class A member, which includes the right to review
and approve all proposed term sheets with the advice of its investment committee.
The Seed Capital fund includes a concept component intended to address the needs of companies
requiring smaller seed capital investment for earlier-stage projects. Unlike TBFP, awards from the concept
fund are convertible to the larger seed capital investment at a later date.
PERFORMANCE MEASURES
Performance measures include the leverage of private investment funds, business finance impacts resulting
from OCAST investment (including job growth and economic impact on the state) and expanding
availability of investment capital for technology business development.
OKLAHOMA NANOTECHNOLOGY APPLICATIONS PROJECT
GOAL AND STRATEGIC OBJECTIVES
The Oklahoma Nanotechnology Applications Project (ONAP) is authorized by statute. This project assists
qualified Oklahoma companies with application of nanotechnology through research, development and
manufacturing and helps them improve current or create new cutting-edge products or processes. These
awards encourage nanotechnology collaboration between industry, institutions of higher education and
nonprofit research institutions.
DESCRIPTION
ONAP competitively awards funds for one- to three-year research and development projects with an
emphasis on nanotechnology applications in product development supporting the Oklahoma manufacturing
and business community. Universities must collaborate with private industry to be eligible to participate in
this program.
PERFORMANCE MEASURES
Performance measures include the number of nanotechnology applications funded, the number of
manufacturers and businesses educated, the number of regional and in-state collaborations initiated
and/or achieved, the number of jobs created and the average wage/salary of those jobs, the increase in
gross sales and the number of manufacturers and businesses served. The private and federal dollars
leveraged by ONAP will also serve as an indicator of overall performance.
OKLAHOMA MANUFACTURING ALLIANCE
GOAL AND STRATEGIC OBJECTIVES
The Oklahoma Alliance for Manufacturing Excellence Inc. (dba Oklahoma Manufacturing Alliance), an
OCAST partner organization, addresses the statutory mandate of stimulating manufacturing productivity
and modernization. The Manufacturing Alliance is nationally recognized for excellence in terms of its
ability to respond quickly, encourage action and leverage federal and private resources.
DESCRIPTION
The Oklahoma Alliance for Manufacturing Excellence Inc. is a private, nonprofit organization that manages
the programs which provide leadership and assistance to Oklahoma’s small- and medium-sized
manufacturers to help them become progressively more successful in their marketplace. Through a network
of extension agents and applications engineers, the Oklahoma Manufacturing Alliance delivers real,
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hands-on resources for improving productivity, increasing sales and reducing costs. Using federal, state,
local and private funds, the Oklahoma Alliance for Manufacturing Excellence Inc. contracts with local
organizations to field regional manufacturing extension agents who deliver to Oklahoma manufacturers
services in technology application, workforce training, financing, market assessment and business relations.
Applications engineers, sponsored in part through Oklahoma State University, provide technical assistance
to manufacturers in rural areas where resources are limited. These locally accessible applications engineers
assist with mechanical designs, plant layouts and a variety of other technical issues. OCAST provides a
portion of the state funding and oversight for the system by means of an annual contract with the
Oklahoma Alliance for Manufacturing Excellence Inc.
Beginning in FY 2013 the Oklahoma Manufacturing Alliance services included an OCAST funded position
to provide innovation engineering project management. This position works with manufacturers, research
organizations, education and training programs and partner organizations to coordinate efforts to assist
with the integration of all aspects of innovation into manufacturing operations. The role of the project
manager is to plan, execute and finalize innovation projects according to strict deadlines and within
budget. This includes acquiring resources and coordinating the efforts of team members and third-party
contractors or consultants in order to deliver projects according to plan. The project manager will also
define the project’s objectives and oversee quality control throughout its life cycle.
PERFORMANCE MEASURES
This program measures productivity through such measures as jobs created, cost savings, efficiency
improvements, cost avoidance and capital investment.
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GOVERNANCE AND OPERATIONS
STRUCTURE
MANAGEMENT PHILOSOPHY AND STRUCTURE
OCAST’s management functions as a team, the success of which depends heavily upon the cooperation,
contribution and commitment of each player. The teamwork concept extends to OCAST’s interactions with
other agencies, organizations and stakeholders.
OCAST works closely with the business and financial sector to stimulate innovation in existing and
developing Oklahoma businesses. Therefore, in accordance with statute, all staff positions are unclassified,
governed and compensated in a manner that compares to similar positions in the private sector and, as
listed below, are exempt from the Oklahoma Personnel Act.
Following is a list of approved positions:
Executive Director – Directs the administrative affairs and general management of OCAST. Develops and
directs implementation of strategic plans and policy related to OCAST’s mission. Presents and
communicates with governor, legislative subcommittees and legislative leadership regarding OCAST’s
annual budget request and any pending statutory changes relevant to OCAST. Communicates
regularly with local, state and national leaders and organizations about OCAST and the importance
13
of scientific research and the growth of knowledge-based businesses to Oklahoma’s economy. The
executive director is accountable to the OSTRaD board. Unclassified / Annual salary of $96,027
effective July 1, 2009
Director, Administration and Finance – Responsible for the general administration of the administration
and finance division including developing appropriation requests and operating budgets; developing,
implementing and administering administrative procedures for accounting, purchasing and office
administration; maintaining all official records of the board and agency. The director, administration
and finance, is accountable to the executive director in the handling of the agency’s general
administrative affairs and finances including the disposition of highly confidential proprietary material
submitted by applicants. Unclassified / $65,000 - $85,000
Director, Programs – Responsible for the general administration of the programs division including the
development, administration, evaluation and revision of research funding programs, technology
development and transfer activities and management of confidential proprietary material submitted
by applicants. Directs the staffing of program operations, advisory committees, development and
revision of program specifications, rules, regulations and division budget and appropriation requests.
The director of programs is accountable to the executive director. Unclassified / $65,000 - $85,000
Director, Government Relations and Strategic Initiatives – At the direction of the executive director,
directs the design, development and implementation of agency legislative goals and strategy for
securing desired legislative and executive action and coordinates legislative activities with all OCAST
divisions. Proposes and drafts legislation relevant to new OCAST programs. Serves as key strategic
advisor to executive director. Coordinates with OCAST staff to identify and document OCAST
programs and services requiring assistance and support of the legislature and governor. Directs
special projects assigned by the executive director. Directs research studies and reporting on various
topics regarding technology-based economic development. Represents agency before and organizes
and facilitates OCAST communication with public officials and local, state and national organizations.
Unclassified / $65,000 - $85,000
Associate Director – Responsible for designing, implementing, operating and evaluating division programs
and activities, as assigned. Recommends new programs and activities related to the OCAST mission. A
senior level technical strategist with a global perspective of all programs to build collaborative efforts
across academia, industry and government. Supervises employees, as assigned. Responsible for the
general administration of the division in the absence of the director. Associate directors are
accountable to supervising directors and to the executive director for the correct disposition of highly
confidential and proprietary material submitted by applicants for OCAST funding and assistance.
Unclassified / $50,000 - $70,000
Public Information and Rural Outreach Manager – Writes articles and hosts radio and television
productions on the subject of technology-based economic development and relevant Oklahoma
programs and initiatives. Coordinates OCAST’s message with media outlets and the general public.
Works with related organizations such as chambers of commerce and the Oklahoma Department of
Commerce to promote Oklahoma research and advanced technology companies. Responsible for
facilitating cooperation in rural technology-based economic development initiatives. This position
reports to the director, government relations and strategic initiatives. Supervises employees, as
assigned. Unclassified / $55,000 - $75,000
Human Resources Manager – Responsible for all phases of OCAST’s human resource management and
development training programs; interprets and applies laws and rules concerning personnel
administration and human resources matters including classification, recruitment and selection,
compensation, employee benefit programs, employee transactions and records and staff development
and training; conducts salary surveys; advises on FLSA, Merit Rules and agency personnel policies. This
position reports to the director, administration and finance. Unclassified / $55,000 - $75,000
Client Services Manager – Responsible for the direct support of clients by facilitating partnerships
between small businesses and federal funding agencies to promote commercialization of new
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technologies. Provide companies technical assistance in accessing all OCAST programs and other
resources as appropriate to their respective stage of development. Unclassified / $45,000 - $65,000
Programs Officer IV – Supervises the planning, coordination or direction of a component of the agency or
program(s) established to accomplish a basic goal or mission of the agency. May supervise one or
more employees and/or contractors. Represents OCAST at conferences, meetings and hearings related
to OCAST’s administrative operations. Unclassified / $45,000 - $65,000
Programs Officer III – Under minimal supervision, plans, coordinates or directs a component of the agency
or program(s) established to accomplish a basic goal or mission of the agency. May supervise one or
more employees and/or contractors. Represents OCAST at conferences, meetings and hearings related
to OCAST’s administrative operations. Unclassified / $40,000 - $60,000
Programs Officer II – Under general supervision, plans and coordinates a component of the agency or
program(s) established to accomplish a basic goal or mission of the agency. May supervise one or
more employees and/or contractors. Represents OCAST at conferences, meetings and hearings related
to OCAST’s administrative operations. Unclassified / $35,000 - $55,000
Accountant IV – Responsible for accounting activities involving the supervision and direction of accounting
operations including planning, reviewing and organizing the work of assigned staff; assuring
availability of funds, preparing analysis of expenditures and monthly reports of operations, financial
statements, schedules and financial statistical data; working with private sector clients and vendors as
necessary in resolving problems. Unclassified / $45,000 - $65,000
Accountant III – Under minimal supervision, classifies and posts revenues and expenditures. Assures
availability of funds for agency obligations and expenditures. Maintains accounting records and files
documenting financial transactions. Prepares analyses of expenditures and monthly reports of
operations, financial statements, schedules and financial statistical data. Works with private sector
clients and vendors in resolving invoicing and payment issues. May supervise employees as assigned.
Unclassified / $40,000 - $60,000
Accountant II – Performs a wide range of tasks involving the maintenance, analysis, interpretation and
reporting of financial accounting data and the application of generally accepted accounting principles
and theories in the management of financial accounts. Includes maintenance of highly diverse accounts,
financial analysis and reporting, reconciliation of accounting data, reviewing and processing financial
documents for payment and similar responsibilities. Unclassified / $35,000 - $55,000
Assistant to the Executive Director – Under minimal supervision, assists the executive director in managing
the administrative affairs of OCAST. Serves as secretary to the board and agency liaison with the
governor’s office and the secretary of state. Organizes activities and information associated with
OCAST’s five-year and annual planning processes, assists with agency projects and organizes the
executive director’s time, confidential files and correspondence. The assistant to the executive director
is accountable to the executive director in performing all duties. Unclassified / $30,000 - $50,000
Office Manager – Performs a wide range of tasks supporting the overall administrative and information
technology operations of the agency. Manages everyday tasks necessary for the efficient running of
the agency and is responsible for front-desk reception duties, ordering agency office supplies and
other assigned administrative and accounting duties. Position is responsible for managing the flow of
internal information for the agency including incoming and outgoing mail, faxes and agency deliveries.
Serves as the primary point of contact for all facility related office equipment and technology issues.
Other general tasks include supporting agency personnel with communications and scheduling.
Unclassified / $30,000 - $50,000
Administrative Assistant II – Under general supervision, may assist in administering the activities
associated with developing, implementing, operating and evaluating programs and functions. Assists in
staffing board, committees, subcommittees and conferences including preparing necessary materials
and preparing minutes of meetings and setting-up and maintaining files and records; may gather and
summarize information for staff or committee action. Composes and prepares program and
15
administrative documents and correspondence. Determines when to provide information to the public
regarding routine services, policies and regulations and when to refer it to a senior staff member for
official action or decision. Duties may also include reading, sorting, distributing and maintaining a log
of incoming and outgoing materials. May perform duties of receptionist. Unclassified / $25,000 -
$45,000
Administrative Assistant I – Under direct supervision, assists in administering the activities associated with
developing, implementing, operating and evaluating programs, including assisting with conferences,
workshops and other events. Prepares program documents and correspondence. Assists in staffing
board or program advisory committees, including preparing meeting minutes and materials and
maintaining required files and records. Duties may also include reading, sorting, distributing and
maintaining a log of incoming and outgoing materials. May perform the duties of receptionist.
Unclassified / $20,000 - $40,000
Additional positions approved but not currently in use include:
Account Clerk
Accountant I
Administrative Services Manager I and II
Assistant Director
Comptroller
Deputy Director
Director, Technology Information Services
Program Coordinator I, II and III
Program Manager
Programs Officer I
Research Analyst
Senior Outreach Liaison
Senior Program Manager
PROFESSIONAL SERVICE CONTRACTS
OCAST uses professional service contracts to supplement capabilities and maintain low administrative costs.
Functions exist which, due to statutory or program requirements of highly specialized and diverse expertise
or infrequency, are more effectively and efficiently performed by contract.
Some, though not all, specific professional services contracts can be anticipated at the outset of the fiscal
year. As of the date of submission of this business plan, the staff intends to execute the following
professional services contracts in FY 2014:
Office of the State Auditor and Inspector for annual audit services, in an amount not to exceed
$30,000
Office of Attorney General for legal services, one-half time for one year, in an amount not to
exceed $51,500
Contract for maintenance of existing programs division database in an amount not to exceed
$10,000
Contract for final implementation and enhancements of electronic application system to support the
programs division processes, payment processes, data management and reporting needs in an
amount not to exceed $250,000
Contract with Office of Management and Enterprise Services for information technology services
including personal computer support, network support and database hosting not to exceed
$50,000
Continuation of contracts with Clear Channel Communications and Cox Radio KRMG for the weekly
radio show Oklahoma Innovations, in an amount not to exceed a total of $50,700
Contract with an in-state marketing firm to enhance the agency’s position as the leader in
Oklahoma technology-based economic development in an amount not to exceed $45,000
Continue contracting with the Oklahoma Alliance for Manufacturing Excellence Inc. to operate the
Oklahoma Manufacturing Alliance in an amount not to exceed $1,499,469
Continue contracting with Oklahoma State University to operate the Inventors Assistance Service in
an amount not to exceed $400,000
Continue contracting with i2E Inc. to operate the Technology Business Finance Program in an
amount not to exceed the repayments, reclaims and carryover funds currently in the program as of
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May 31, 2013 ($2,122,643). Any reclaims and repayments received between June 1, 2013 and
May 31, 2014 will be available in FY2015
Continue contracting with i2E Inc. to operate the Oklahoma Technology Commercialization Center
in an amount not to exceed $2,008,241
Continue to contract with i2E Inc. to provide matching funds for the Economic Development
Administration Technical Assistance Grant for the Tulsa Business Development Initiative in an
amount not to exceed $100,000
Contract with i2E Inc to manage the Oklahoma Seed Capital Fund. The FY 2014 management fee
for this fund in the amount of $375,000 (stipulated in the Certificate of Designations and locked at
this amount through FY 2015) will come from the FY 2014 Seed Capital Fund appropriation of
$3,966,355
Contract with Presbyterian Health Foundation, dba Oklahoma Health Center Research Park
Corporation, to operate a technology-business incubator located in the Oklahoma Health Center
Research Park and appropriately equipped to meet the needs of start-up, technology-intensive
firms including, but not limited to, bio-technology and biomedical firms (Title 74, Chapter 70,
Section 5060.29) at a cost of $100,000
STANDING ADVISORY COMMITTEES
OCAST receives support and assistance from the Oklahoma Health Research, Oklahoma Plant Science
Research, Oklahoma Applied Research and Small Business Research Assistance advisory committees for
research-related programs. Research-related standing committees must consist of representatives of the
“business, higher education and research communities” (74 O.S., Section 5060.9[a]) and at least one-third
of the members of each committee must be researchers. Committees are approved annually by the board.
The Seed Capital Investment advisory committee is created to assist OCAST in evaluating potential
investments with the Seed Capital Revolving Fund (74 O.S., Section 5060.21).
OKLAHOMA APPLIED RESEARCH ADVISORY COMMITTEE
Kenneth E. Bartels, D.V.M., M.S.
Oklahoma State University
David Humphrey
Oklahoma Equity Partners
Larry Kennedy
Oklahoma Medical Research Foundation
E. Ann Nalley, Ph.D.
Cameron University
Karl Reid, Sc.D., P.E.
Oklahoma State University
Ed Shreve, Ph.D. (chair)
Stillwater
Dale Teeters, Ph.D.
University of Tulsa
Monte Tull, Ph.D.
University of Oklahoma
OKLAHOMA HEALTH RESEARCH COMMITTEE*
Tyrrell Conway, Ph.D.
University of Oklahoma
**Mark Fox, M.D., Ph.D.
University of Oklahoma-Tulsa
Mary Beth Humphrey, M.D., Ph.D. (chair)
University of Oklahoma Health Science Center
Katherine M. Kocan, Ph.D.
Oklahoma State University
Jerry Malayer, Ph.D.
Oklahoma State University
Kenton Miller, Ph.D.
University of Tulsa
**H. Anne Pereira, Ph.D.
University of Oklahoma Health Science Center
**Hal Scofield, M.D.
Oklahoma Medical Research Foundation
**Lijun Xia, M.D., Ph.D.
Oklahoma Medical Research Foundation
*Appointed by the governor
**Pending governor approval
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OKLAHOMA NANOTECHNOLOGY APPLICATIONS PROJECT COMMITTEE
Jim Mason
Oklahoma Nanotechnology Initiative
David Schmidtke, Ph.D.
University of Oklahoma
Dale Teeters, Ph.D. (chair)
University of Tulsa
Ranji Vaidyanathan, Ph.D.
Oklahoma State University
OKLAHOMA PLANT SCIENCES RESEARCH ADVISORY COMMITTEE
Peter Camfield, Ph.D.
Oklahoma Panhandle State University
Rodd Moesel (chair)
American Plant Products and Services Inc.
Richard Nelson, Ph.D.
Samuel Roberts Noble Foundation
David Porter, Ph.D.
Oklahoma State University
Jean L. Steiner, Ph.D.
Grazinglands Research Laboratory
SEED CAPITAL INVESTMENT COMMITTEE
James Dickson
BancFirst
David McKinney, J.D.
GableGotwals
Larry Pulliam
Southern Oklahoma Memorial Foundation
James Wheeler, Ph.D.
University of Oklahoma Price College of Business
Sherri Wise
Osteopathic Founders Foundation
SMALL BUSINESS RESEARCH ASSISTANCE COMMITTEE
Mike Callaway
CalTech Global LLC
Rafal Farjo, Ph.D.
Charlesson LLC
Terry Golding, Ph.D.
Amethyst Research Inc.
Chuck Gray
Frontier Electronic Systems Inc.
James Grimsley (chair)
Design Intelligence Inc.
Dorothy Overal
U.S. Small Business Administration
Trevor Snyder, Ph.D.
VADovations Inc.
Brien Thorstenberg
Tulsa Regional Chamber
FINANCE
OCAST’s programs, activities and general operations are financed primarily through state general
revenue appropriated funds. OCAST’s enabling statute authorizes the use of three funds: the General
Administration and Data Processing Fund, the Research Support Revolving Fund and the Seed Capital
Revolving Fund. Each of the three funds is authorized to accept state general revenue appropriations,
grants, gifts and donations. The Seed Capital Revolving Fund is authorized to accept loan repayments and
investment proceeds. Each fund is authorized to finance specific activities of the agency.
House Bill 2301 appropriates $17,811,449 to OCAST. A portion of OCAST’s annual state appropriation,
$13,157,784, is transferred to the Research Support Revolving Fund for operation of all OCAST programs
and $3,966,355 to be transferred to the Seed Capital Revolving Fund for FY 2014. The revolving funds
have no fiscal year limitations. All of the agency’s expenditures must be confirmed by Oklahoma’s Office
of Management and Enterprise Services to be consistent with an annual budget work program approved
by that office.
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APPROPRIATION HISTORY
PLANNING
COMPREHENSIVE PLANNING
OCAST produces an annual business plan and a five-year strategic plan. Based on 2012 data provided
by the National Science Foundation, 2011 data provided by the U.S. Chamber of Commerce and the
National Chamber Foundation, OCAST benchmarks its funding compared with similar state agencies in
other states, especially those in the same region. Support of R&D funding by state legislators in the region
continues, although only one nearby state, Kansas, invests more in technology-based economic
development (TBED) than the national average of all U.S. states.
A BUSINESS-FRIENDLY ENVIRONMENT
According to the U.S. Chamber of Commerce and the National Chamber Foundation Oklahoma enjoys the
benefits of positive growth through diversification and creation of “business friendly” programs. (See chart
below.) Oklahoma has one of the nation’s lowest unemployment rates bolstered by hiring in its energy
sector and the benefits of economic diversification that began a quarter century ago. Oklahomans benefit
from an economy supported by energy, agriculture and aerospace and there is a marked increase in
manufacturing activity.
Investment capital through OCAST is key to Oklahoma job creation and many examples are cited by
economic development organizations and publications.
These incentives remain part of a comprehensive effort to build a culture of innovation in Oklahoma.
Among them is the New Products Development Income Tax Exemption that allows new products, including
those created by entrepreneurs operating within programs of the Oklahoma Center for the Advancement
of Science and Technology, to collect tax-free royalties for products made within the state. That tax-free
status lasts up to seven years. Innovation-based companies within qualified technology incubators enjoy
tax-free income status for up to 10 years. OCAST also offers innovative business access to
commercialization support structures, including seed and pre-seed funding sources through the Oklahoma
Technology Commercialization Center operated by i2E.
14.1
12.7
15.6
3.1
8.1 7.3 6.4 6.4 6.0 6.0
9.0
11.7 11.6 12.1 12.7
11.6 11.0 11.6 12.4
22.4 22.9 22.4 22.0
19.2
17.8 17.8 17.8
$0
$5
$10
$15
$20
$25
88 89 90 91 92 93 94 95 96 97 98 99 00 01 02 03 04 05 06 07 08 09 10 11 12 13 14
$ in millions
Fiscal Year
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OKLAHOMA’S PLACE IN THE RANKINGS
1st Cost of Living
5th Per Capita Income Growth
7th College Affordability
7th Long-term job Growth
8th Higher Education Efficiency
14th Export Growth
15th State and Local Tax Burden
17th Growth in Share of National Exports
19th STEM Job Growth
19th Small Business Survival Index
24th Gross State Product Growth
24th Productivity Growth
32nd Business Birth Rate
38th Economic Output Per Job
44th Transportation Infrastructure Performance
FINANCIAL PLANNING
OCAST is required by statute to “recommend an appropriate level (of funding for OCAST’s programs) . . .
that will make these programs nationally competitive with those of other states” and to “adopt . . . a
threshold funding level for each of the programs . . . that is great enough to have a significant impact and
carry out the intent of this act.” (74 O.S., Section 5060.22)
After the governor and legislature approve the OCAST appropriation, staff and board members develop
a business plan for the application of available resources, abiding by the directives and constraints on
spending articulated in the signed appropriation bills. Unless established otherwise by the board, the
threshold funding levels are the FY 2014 appropriation levels shown in this plan (see Five Year
Appropriation History by Program below).
PROGRAM AND SERVICE PLANNING
OCAST develops and initiates new programs and services by building consensus among constituents and
stakeholders, which may include standing and ad hoc program advisory committees, higher education and
career-tech representatives, nonprofit organizations, businesses, other agencies and state leaders. Any
new initiatives are approved by the standing advisory committee prior to implementation. Most OCAST
programs are initiated through legislative intent.
When it is evident a need or opportunity should be an OCAST priority and is consistent with OCAST’s
mission, staff checks relevant statutes and, when necessary, consults with the state Office of the Attorney
General to determine whether OCAST’s general authorization covers the need/opportunity. If so, a
recommendation is submitted to the OSTRaD Board.
Specifications for each new program are designed by OCAST staff working in consultation with a standing
or ad hoc advisory committee and the Office of the Attorney General. Appropriate state and national
experts are frequently consulted in this phase of program design. The board may provide advice and
guidance.
The information is presented to the OSTRaD Board for consideration and approval.
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FIVE-YEAR APPROPRIATION HISTORY BY PROGRAM
ACTIVITIES FY 2010 FY 2011 FY 2012 FY 2013 FY 2014
General Administration $850,000 $739,075 $687,340 $657,310 $687,310
Program Services and Support 1,354,675 1,368,970 1,304,000 1,482,107 1,481,774
Health Research 4,253,299 4,000,000 4,005,219 3,964,104 3,400,000
Applied Research 3,907,100 1,900,000 2,341,616 1,633,663 3,400,000
Intern Partnership Program 599,149 260,000 241,800 431,900 450,000
Plant Science Research 567,983 709,656 659,980 600,000 0
Nanotechnology Research 1,437,100 1,500,000 720,000 745,000 0
Manufacturing Extension Services 1,372,028 1,192,978 1,109,470 1,259,469 1,259,469
Technology Commercialization 2,914,776 2,534,398 2,052,728 2,158,241 2,108,241
Small Business Research Assistance 338,500 200,000 186,000 300,000 325,000
Inventors Assistance 190,000 165,205 153,641 200,000 350,000
Technology Information Services 373,031 316,916 383,300 383,300 383,300
Seed Capital Fund 3,868,922 4,264,898 3,966,355 3,996,355 3,966,355
TOTAL FUNDING $22,026,563 $19,152,096 $17,811,449 $17,811,449 $17,811,449
General Administration % 3.86% 3.86% 3.86% 3.69% 3.86%
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APPROPRIATION AND PROPOSED DISTRIBUTION
SOURCES:
Reserves for OCAST Out-Year Obligations $6,329,245
Reserves for Seed Capital Obligations 15,215,819
Reserves for Technology Business Finance Program 2,122,643
Projected FY 2013 Available Carryover 1,875,303
OK Department of Commerce Grant - OK Manufacturing Alliance 100,000
FY 2014 State Appropriated Revenues 17,811,449
TOTAL SOURCES $43,404,459
USES:
Projected FY 2014 Expenditures
Administration $ 687,310
Program Services 1,481,774
Programs
Health Research 3,917,539
Applied Research 3,343,010
Intern Partnership Program 539,320
Nanotechnology Research 300,000
Plant Science Research 160,000
Small Business Research Assistance 325,000
Technology Commercialization 2,208,241
Technology Business Finance Program 2,122,643
Oklahoma Manufacturing Alliance 1,499,469
Inventors Assistance 400,000
Seed Capital Fund 19,182,174
Technology Information Services 383,300
TOTAL USES $36,499,780
Estimated Cash Balance 6/30/2014
Out-Year Program Obligations $5,788,444
Unobligated Projected Cash Carryover 1,116,235
$ 6,904,679